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(U 338-E)
2021 General Rate Case A.19-08-013
Workpapers
Enterprise Technology SCE-06 Volume 01, Part 1A
February 2020
Amended
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Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
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I. 1
INTRODUCTION 2
A. Content and Organization of Volume 3
This Volume of amended testimony presents Southern California Edison’s (SCE) 2021 Test Year 4
forecast of Operations and Maintenance (O&M) expenses and 2019-2023 capital expenditures forecast 5
for the Enterprise Technology Business Planning Element (BPE).1 This BPE includes the activities and 6
infrastructure to support SCE’s broader Information Technology (IT) needs which are foundational to 7
the operation of SCE. SCE’s Enterprise Technology forecast of $217 million (Constant 2018 dollars) in 8
O&M expenses for Test Year 2021 and capital expenditures of $538 million for 2019-2023 will allow 9
SCE to continue necessary work to manage our increasingly complex technology environment, 10
including over 7,500 midrange servers (UNIX, Linux, and Wintel), over 2,000 terabytes of data storage, 11
700 miles of data network routing and switching infrastructure inclusive of copper and fiber-optic 12
cabling, 400 appliances to support over 500 large data repository solutions, and operations of SCE’s 13
three primary data centers.2 In addition, SCE-06, Volume 1, Pt. 2 of this Exhibit presents SCE’s request 14
of $506 million in forecast capitalized software expenditures for 2019-2023. As a result of SCE’s 15
reorganization of its 2021 GRC presentation,3 Cybersecurity & Compliance and Grid Services, which 16
were previously presented within the IT Organizational Unit (OU) testimony in SCE’s 2018 GRC, are 17
now presented in SCE-04, Volume 3 and SCE-02, Volume 3, respectively, even though organizationally 18
they still reside within IT. SCE’s presentation of the remaining IT costs (collectively, Enterprise 19
Technology) are structured consistent with our Plan, Deliver (or build), Run operating model, which 20
SCE implemented in 2017 to help streamline processes and reduce inefficiencies across technology 21
domains. The Plan function includes the identification, prioritization, and design of technology 22
investments to enable SCE to meet customers’ evolving needs, address regulatory compliance 23
objectives, and support SCE’s operational needs. The Deliver function is the construction and oversight 24
of product development, configuration, and deployment of technology solutions including project 25
1 This testimony amendment reflects the incorporation of additional IT costs to support the continued operation
of legacy systems through 2021, and the realignment of post-CSRP implementation costs with the new CSRP go-live in early 2021. For administrative convenience, this testimony also incorporates SCE’s previous errata submitted on November 22, 2019.
2 SCE’s three primary data centers include the Alhambra Data Center, Irvine Data Center, and Grid Data Center. Expenditures related to SCE’s Grid Data Center are addressed in Exhibit SCE-02, Volume 3.
3 See Exhibit SCE-07, Volume 1, Chapter X.
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management. The Run function includes management of software products, application maintenance 1
and enhancements, the operation and replacement of IT infrastructure (hardware), and oversight over the 2
Managed Services Providers (MSPs). The recorded history and forecasts for these activities have been 3
sequenced according to this work flow and are described in detail in the following chapters: 4
Chapter I - Introduction 5
Chapter II - Technology Planning, Design & Support (Plan) 6
Chapter III - Technology Delivery (Deliver) 7
Chapter IV - Service Management Office & Operations (Run) 8
B. Summary of O&M and Capital Request 9
SCE’s Enterprise Technology forecast of $217 million in O&M expense for the Test Year 2021 10
represents a $25 million increase over 2018 recorded expenses, which is necessary to support SCE’s 11
growing IT portfolio. This includes incremental costs to accommodate: 12
- Maintenance, replacement, and modernization of grid technologies; 13
- Post-CSRP implementation costs, including decommissioning of Customer Service System 14
(CSS) mainframe and non-mainframe applications; 15
- Growth in software license and maintenance agreements; and 16
- Incremental MSP support for major programs such as Grid Modernization and Digital 17
Managed Services. 18
- Growth in cloud-based services and solutions 19
- Enablement of more digital technologies and data analytics to address needs of customers 20
and SCE operations4 21
SCE’s Enterprise Technology capital expenditures of $538 million for 2019-2023 include 22
expenditures for technology infrastructure maintenance and replacement that are necessary to support 23
SCE’s data center infrastructure and applications, including disaster recovery, server refreshes, storage 24
refreshes, and application upgrades. In addition, the Enterprise Technology capital expenditures provide 25
end-user computing equipment such as desktop computers, laptops, phones, and printing for our 26
approximately 12,500 SCE employees across our 50,000 square miles of service territory. IT capital 27
software expenditures for OU and IT projects are discussed in SCE-06, Volume 1, Pt. 2. This Volume 28
includes SCE’s 2019-2023 Enterprise Technology capital expenditure forecast, which reflects: 29
4 Refer to Exhibit SCE-06, Volume 2, Chapter V testimony entitled “Digital and Process Transformation.”
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- Routine and deferred refresh of hardware infrastructure beyond the five-year use life cycle, to 1
replace obsolete or unsupported hardware which may be more prone to failure and outages 2
which impact business services internally within SCE and externally for our customers; 3
- Refresh of high-risk applications no longer supported by vendors or which are about to reach 4
end of life, which will hamper application availability and increase unplanned outages, 5
resulting in these applications not being able to provide needed business functionalities; and 6
- Investments for future third-party hosted infrastructure, which is expected to eventually 7
eliminate some dependencies on on-premise infrastructure and improve data storage 8
capabilities and cyber security as further detailed in Section C below and Section IV.C 9
“Technology Infrastructure Maintenance & Replacement” (specifically the Technology 10
Adoptions activities). 11
Figure I-1 Enterprise Technology O&M Expense
(Total Company Constant $Million)
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Figure I-2 Enterprise Technology Expenditures 2019-2023
(Total Company - $Million)
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C. Enterprise Technology Overview 1
SCE’s Enterprise Technology BPE includes the activities and infrastructure necessary to support 2
the information technology needs that are foundational to SCE’s operation. The reliance on information 3
technology has become increasingly essential to business operations across many industries, including 4
the electric utility industry. The basic, yet critical, ability to store, analyze, transmit, and present large 5
amounts of data is foundational for everyday communication and employee productivity, essentially 6
enabling all of SCE’s day-to-day activities. In addition to the safe and reliable operation of the grid, the 7
Enterprise Technology BPE also impacts our core competencies in areas such as grid resiliency and 8
customer satisfaction. With our technology landscape changing at an unprecedented pace, so does the 9
availability of new options to serve our business and customer needs. SCE continues to develop new 10
tools for customers that convey the information they need to make clean energy choices and support 11
California’s aggressive climate change goals.5 We also continue to identify and implement technology 12
solutions to help our operations run more safely, reliably, and efficiently. In recent years, SCE has 13
increasingly relied on digital technology, including doing things like switching from physical phones to 14
virtual internet phones. This ensures our core collaboration systems are on a modern platform, 15
consolidates and improves tools to better manage work, and improves the ways we communicate with 16
our customers, all of which makes a significant contribution toward improving operational efficiencies. 17
In addition, we continue to integrate more third party externally-hosted cloud technology into our 18
operating environment, which will improve agility and innovation, increase business and IT efficiency, 19
and improve availability, reliability, and disaster recovery. The following sections will provide an 20
update on the various strategic efforts that continue to be a priority for Enterprise Technology and SCE 21
during this GRC period. 22
1. Enterprise Technology Focus & Operational Improvements 23
In the 2014-2018 period, as depicted in SCE’s 2018 GRC, Enterprise Technology 24
focused on mitigating cost pressures driven by changing technology landscapes. Some of these cost 25
pressures will continue to extend into this GRC period, and others also have emerged, as summarized 26
below: 27
- Support for Grid Modernization, requiring on-going maintenance for hardware and 28
software that will make our power grid safer, more flexible to accommodate customer 29
5 Assembly Bill (AB) 32 requires California to reduce its greenhouse gas (GHG) emissions to 1990 levels by
2020.
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adoption of distributed energy resources, more responsive to energy management 1
needs and grid emergencies, and able to address various DRP compliance 2
requirements;6 3
- Support for on-going maintenance post-CSRP implementation, which requires 4
changing knowledge and skillsets in the operation of technology solutions; 5
- Support for Wildfire Initiatives, which requires new technology that increases SCE’s 6
flexibility to respond to wildfires quickly and provides predictive capabilities to 7
ensure our customers and power grids are safe from these emerging threats; 8
- Pace of technological advancement and the availability of new options to serve our 9
business and customer needs (e.g., emergence of cloud-based services and 10
applications); and 11
- Regulatory demands (e.g., NERC Critical Infrastructure Protection (CIP)) for a more 12
secure and reliable grid. 13
We managed previously described pressures in the period of 2014-2018 through the 14
operational improvements discussed below. We will continue to maintain the results of these operational 15
improvements and implement other strategic initiatives to improve our operations and to ensure 16
regulatory and compliance mandates are met during this GRC period. 17
a) Managed Services Model/ Fixed Price 18
As previously described in SCE’s 2018 GRC (A.16-09-001), SCE began the 19
transition of our day-to-day application and infrastructure maintenance and support functions to a 20
Managed Services model in 2014 and completed this at the end of the second quarter of 2015. 21
Since then, we have observed faster reaction times, an increase in effectiveness, 22
and continual improvement on support and service levels. Moreover, transitioning to an MSP model has 23
reduced operational risk, minimized IT-related business disruption and associated costs, and lowered the 24
cost structure for IT services. 25
During Test Year 2021 and continuing through 2023, MSPs will continue to 26
perform services at a steady state, while taking on additional responsibilities after the implementation of 27
major programs such as CSRP and Grid Modernization. Further descriptions of MSP services and 28
6 See Exhibit SCE-02, Volume 4 and SCE-04, Volume 3.
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discussions regarding benefits are described in the Fixed Price Technology & Maintenance work activity 1
(section IV.A). 2
b) Enterprise Technology Optimization 3
As also stated in SCE’s 2018 GRC, the Enterprise Technology Optimization 4
(ETO) initiative was implemented to focus on improving the way SCE plans for and applies technology 5
solutions across the enterprise. This initiative focused on a few primary areas, including: 6
- Implementing best practices in IT investment planning / demand 7
prioritization; 8
- Simplifying our current IT application portfolio and underlying infrastructure 9
by consolidating, eliminating, and standardizing applications; and 10
- Reducing redundant or non-critical IT product offerings and continuing to 11
optimize IT infrastructure. 12
In SCE’s 2018 GRC, SCE projected $14.741 million in savings during the 2016-13
2018 period from the ETO initiative. SCE realized actual savings during this period of $25.080 million 14
from the ETO initiative. These savings allowed us to manage unanticipated cost pressures that occurred, 15
such as wildfire mitigation. 16
c) Digital Transformation 17
The Digital and Process Transformation activities support SCE’s efforts to 18
improve productivity and streamline operations by leveraging digital technologies. The goal of pursuing 19
these activities is to enable disruptive innovation to generate and identify opportunities and implement 20
solutions with digital technology platforms. 21
It is imperative to know where digital tools are best deployed within a process and 22
to be able to deliver those tools faster, in an iteratively beneficial manner, in contrast to the traditional 23
waterfall method where all benefits are realized at final completion. Therefore, at the end of 2018, the 24
Digital Accelerator team was created to focus on deploying digital tools such as rapid prototyping, 25
robotic process automation, mobile solutions, and advanced analytics, using agile delivery methods. The 26
Digital Accelerator, and the solutions it delivers, aims to increase quality, efficiency, and customer 27
satisfaction. SCE’s Digital Accelerator testimony and forecast is discussed in Exhibit SCE-06, Volume 28
2. 29
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d) Risk Factors, Safety, Reliability and Connection with RAMP 1
Cybersecurity is considered one of SCE’s top risks. As such, it was included in 2
the Risk Assessment and Mitigation Phase (RAMP). SCE-04, Volume 3 discusses the risk factors, 3
controls, and mitigations proposed in RAMP, as well as changes between SCE’s RAMP and 2021 GRC 4
Cybersecurity forecast. In Chapter IV of this volume, SCE forecasts incremental costs for IT operational 5
activities resulting from the proposed Cybersecurity mitigation activities. 6
Enterprise Technology also delivers IT projects for OUs that were included in 7
RAMP. These projects are discussed primarily in the Physical Security and Generation BPGs in SCE-8
06, Volume 1, Pt. 2 (OU Capitalized Software). 9
e) Regulatory Background/Policies Driving SCE’s Request 10
Enterprise Technology’s O&M expenses and capital expenditures are impacted by 11
various CPUC and FERC regulatory mandates both directly and indirectly as IT provides companywide 12
technology-based support that is key to SCE’s ability to meet compliance mandates. Examples of these 13
areas of compliance include, but are not limited to, customer electric rate design, California Independent 14
System Operator (CAISO) tariff and operating procedures, FERC mandates applying to SCE’s Hydro 15
Generating Plants, and Customer Data Privacy. As SCE’s regulatory environment continues to become 16
increasingly complex, so does SCE’s reliance on technology projects to maintain compliance. These 17
compliance requirements are discussed in the respective IT testimony sections, primarily in SCE-02, 18
Volume 4 (System Augmentation), SCE-04, Volume 3 (Cybersecurity & Compliance), and SCE-06, 19
Volume 1, Pt. 2 (OU Capitalized Software). 20
f) Compliance Requirements 21
In D.15-11-051, the CPUC required that SCE “include its own forecast and the 22
Commission’s adopted forecast from the previous GRC alongside historical costs, and brief explanations 23
detailing any changes in the scope of a category.”7 A summary level is provided in the Introduction 24
section and the testimony for each O&M and Capital GRC activity. 25
7 D.15-11-021, p. 224.
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2. 2018 Decision 1
a) Comparison of Authorized 2018 to Recorded - O&M 2
Figure I-3 Enterprise Technology
O&M Expenses for 2018 - Authorized versus Recorded8 (Constant $000)
As shown in Figure I-3, SCE requested $206.5 million, was authorized $200.1 3
million, and recorded $191.8 million in 2018 O&M expenses for Enterprise Technology. SCE recorded 4
less than authorized by approximately $8.3 million primarily due to the reorganization of IT 5
departments, including some employees going to support strategic programs like CSRP and Grid 6
Modernization, and minor savings realized as a result of negotiations with SCE’s MSPs. These 7
underruns were partially offset by the cost pressures SCE faced, including increased software 8
maintenance and support costs for projects such as Teradata and HR Re-Platform, a change in SCE’s 9
capitalization rules that resulted in charging hardware maintenance as O&M expense instead of capital, 10
and the centralization into Enterprise Technology of various IT products and services that were 11
previously recorded in SCE OUs. These underruns and overages are described in more detail in the work 12
activity sections below. 13
8 Refer to WP SCE-07, Vol. 1 Authorized to Recorded.
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b) Comparison of Authorized 2018 to Recorded - Capital Expenditures 1
Figure I-4 Enterprise Technology
Capital Expenditures for 2018 - Authorized versus Recorded9 (Nominal $000)
As shown in Figure I-4, SCE was authorized $63.8 million in 2018 capital 2
expenditures for Enterprise Technology. SCE recorded $118.1 million in 2018, approximately $54.3 3
million over authorized. This was primarily due to SCE completing a $47 million strategic restructuring 4
of SCE’s SAP portfolio support, maintenance, and licensing. While not anticipated at the time SCE filed 5
its 2018 GRC in 2016, this restructuring was advantageous in numerous ways as it replaced our SAP 6
legacy software products with their new product line functionality, which strengthened SCE’s prior 2015 7
investment in HANA technology. This restructuring also included five years of maintenance, during 8
which SCE may grow our use of the SAP products at no additional cost. The spending over authorized 9
in 2018 was also due to necessary upgrades to application versions in order to avoid technology 10
obsolescence to maintain application reliability. This spending, as well as the additional benefits from 11
the SAP purchase, are discussed in Chapter IV. 12
9 Refer to WP SCE-07, Vol. 1 Authorized to Recorded.
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II. 1
TECHNOLOGY PLANNING, DESIGN & SUPPORT 2
Figure II-5 Summary of Technology Planning,
Design & Support Recorded10 (Constant $000)
A. Work Description 3
This activity comprises the planning and design of enterprise technology, which informs 4
investment strategies and technology standards across SCE. Planning includes the identification, 5
prioritization, and design of technology investments to enable SCE to meet customers’ evolving needs, 6
address regulatory compliance objectives, and support SCE’s operational needs. It also involves working 7
closely with SCE OUs to understand both unique and shared business drivers and define long-term 8
technology capabilities that will support these business objectives. Because business priorities are 9
constantly evolving and the pace of technology is advancing quickly, this planning component is 10
important to validate that the right projects are being pursued, prioritized, and in alignment with other 11
business needs across SCE. Ultimately, technology planning is responsible for demand and capacity 12
10 See WPSCE-06V01P01 pp. 1-7.
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management of technology projects, serving as the single gateway to all work coming into Enterprise 1
Technology. 2
Technology design is the architecture or blueprinting of technology solutions to achieve the 3
desired business capabilities. This activity is critical as system enhancements are an increasingly 4
foundational enabler to achieving SCE’s strategic objectives. For example, SCE’s focus on cleaning the 5
power system through modernizing our electric grid consists of building a smarter grid that relies on 6
technology to maintain stability and achieve a higher level of resilience. This requires extensive 7
understanding of our grid and its systems and control theory, computer science, power systems, and 8
utility operations so that the design of proposed system enhancements does not create an unnecessary 9
risk of unforeseen technology incompatibilities resulting from the introduction of new technology 10
products, or interfaces and enhancements to existing products. Technology design also includes 11
estimating the costs of IT projects requested throughout the company. Building on the Commission’s 12
direction from SCE’s 2012 GRC,11 SCE’s 2018 GRC,12 and industry best practices, SCE utilizes a 13
standard IT cost estimation model to develop cost estimates for all prospective IT projects. This model 14
identifies several cost components and factors used in the estimation process, including: 15
• Commercial off the Shelf (COTS) and Development approaches; 16
• Labor rates; 17
• Labor expenses (including project labor and post-implementation support labor); 18
• Capitalization of on-going licensing fees; 19
• Vendor allocations (including effort driven & fixed price); and 20
• Non-labor costs (hardware and data center, software license, etc.). 21
SCE uses this model, which is discussed in more detail in SCE-06, Volume 1, Pt. 2, to estimate 22
the costs of the capital software projects it requests. In doing so, the project costs have been estimated 23
using a consistent methodology for all projects that have forecast spending in 2019 and 2020.13 24
Finally, this activity includes the provisioning of IT business support services, including support 25
for IT staffing needs, all procure-to-pay and invoice processing support, coordination of space/facility 26
allocation, and training. 27
11 D.12-11-051, pp. 435-436 and Ordering Paragraph 27. 12 D.19.05-020. 13 See Exhibit SCE-06, Volume 1, Pt. 2, for SCE’s 2021-2023 OU capitalized software portfolio that is based on
SCE’s recorded expenditures.
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B. Need for Activity 1
This activity is necessary to manage and prioritize technology investments as well as estimate the 2
costs of new technology project requests across the enterprise. Because a part of the technology planning 3
activity also includes finding ways to leverage existing solutions across BPGs, this activity helps filter 4
and eliminate the creation of applications with duplicate functionality which could lead to unnecessary 5
complexity and increased maintenance costs. Through this holistic planning approach, as well as the risk 6
analyses performed on our systems’ architecture design, SCE can strategically purchase and develop 7
hardware and software assets. This enhances our ability to manage our technology costs more 8
effectively, while also helping to mitigate risks associated with implementing new technology 9
applications and solutions. For these reasons, the need for this activity will continue to be critical as SCE 10
and our customers increasingly rely on the benefits of technology. 11
C. Comparison of Authorized 2018 to Recorded 12
SCE was authorized $11.2 million for Technology Planning, Design & Support in the 2018 13
GRC. This work activity’s recorded 2018 expenses were approximately $11.5 million, which was $0.3 14
million above authorized.14 SCE overspent authorized levels primarily because of an increase in labor as 15
SCE increased its architecture staffing to support new programs such as CSRP and Grid Modernization, 16
as well as to provide an enterprise architectural focus on our design processes and standards in order to 17
produce higher quality outcomes. This labor increase was partially offset by unusually low recorded 18
non-labor expenses as SCE temporarily cancelled its benchmarking service and survey subscription 19
license. 20
14 Refer to WP SCE-07, Vol. 1 Authorized to Recorded.
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D. Scope and Forecast Analysis 1
Figure II-6 Technology Planning, Design & Support 2014-2018 Recorded/Forecast 2019-2021
(Constant 2018 $000)
1. Historical Variance Analysis 2
a) Labor 3
As illustrated in Figure II-6, Technology Planning, Design & Support labor 4
expenses decreased from 2014-2015 by 38 percent as SCE began IT Transformation activities, which 5
included moving to an MSP model. This resulted in a significant labor decrease of approximately $6 6
million as work previously supported by SCE labor was transitioned to the MSP.15 Labor remained 7
relatively flat from 2015 to 2016 and decreased from 2016 to 2017 due to a reorganization of the IT 8
departments into the Plan, Deliver, Run model described in Chapter I of this Volume. This involved 9
some labor shifts to and from other IT Departments. Labor increased from 2017 to 2018 as SCE 10
increased its architecture staffing to support new programs such as CSRP and Grid Modernization, as 11
15 See A.16-09-001, SCE-04, Volume 1 Pt. 1, pp. 3-9 and Section IV.A contained in this Volume for additional
information regarding SCE’s transition to an MSP model.
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well as to provide an enterprise architectural focus on our design processes and standards in order to 1
produce higher quality outcomes. 2
b) Non-Labor 3
As shown in Figure II-6, non-labor costs decreased significantly from $8.2 4
million to $1.6 million from 2014 to 2015. This was primarily due to the temporary use of contract 5
workers to implement Microsoft Office 365, which was completed in 2014. Non-labor costs then 6
increased from $1.6 million to $4.9 million in 2016 primarily as a result of utilizing consulting services 7
to assist SCE in identifying cost savings that were included as part of SCE’s Operational Excellence 8
initiative.16 Costs decreased again from 2016 to 2018 with the completion of SCE’s Operational 9
Excellence effort and a temporary cancellation of a benchmarking service and survey subscription 10
license. 11
2. Basis for Forecast 12
a) Labor 13
As discussed above, labor costs decreased significantly from 2014 to 2015, 14
followed by minor fluctuations from 2016 to 2018 as a result of the department reorganization and 15
addition of architects to prepare for CSRP and Grid Modernization. Because the 2014-2015 recorded 16
levels were representative of a one-time MSP transition and the remaining years fluctuated, SCE 17
considered a three-year average (2016-2018) and two-year average (2017-2018) forecast methodology. 18
SCE selected a two-year average as this method yields a slightly lower forecast, which is closer to 19
SCE’s expected level of labor necessary in the 2021 Test-Year. This is also consistent with prior 20
Commission guidance that stated that for those activities that have fluctuations in recorded years, an 21
average of recorded expenses is appropriate. To the two-year average base forecast of $10.1 million, 22
SCE adjusts the 2021 Test-Year forecast downward by $1 million as SCE anticipates savings related to 23
the CSRP business case. Because CSRP will remove the need to upgrade, integrate, or increase 24
functionality of the outdated CSS mainframe, SCE projects the CS OU to have fewer and less complex 25
projects, and anticipates a shifting focus to projects with more standardized implementation on the new 26
16 In SCE’s 2018 GRC Application, SCE reflected savings in the amount of $14.7 million in IT’s 2018 Test
Year Forecast. See A.16-09-001, Exhibit SCE-04, Volume 1 Pt. 1, p.10.
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SAP platform. This will result in decreased labor spend related to planning and designing these 1
solutions.17 2
b) Non-Labor 3
Non-labor costs fluctuated significantly from 2014 to 2018 with periodic use of 4
contract labor for a major technology implementation and consulting services for a strategic initiative. 5
Prior Commission guidance has provided that fluctuating recorded expenses warrant use of a historical 6
average as the basis to estimate the Test Year forecast. However, utilizing an average method would 7
yield a greater forecast than what SCE forecasts is necessary in the Test Year 2021. Therefore, SCE uses 8
the 2018 last recorded year of $750,000 which is far below any of the other estimating methods and 9
includes a modest increase of $71,000. SCE is resuming use of the benchmarking and survey 10
subscription licenses that were not in SCE’s 2018 recorded costs as a result of temporarily cancelling the 11
subscription in 2018. This results in a total 2021 Test year forecast of $821,000.18 12
17 Although the planned CSRP “Go-Live” date has been revised to early 2021, the $1 million post-
implementation savings is still applicable. Thus, this savings is not being added back into the 2021 Test Year forecast as part of SCE’s Amended Testimony for Enterprise Technology.
18 SCE’s forecast excludes approximately $800,000 of avoided costs that would have otherwise been necessary if CS Re-Platform was not implemented in order to fund the CS Re-Platform Technical Assessment. This periodic assessment evaluated replacement of SCE’s core legacy CS system with an SAP-based solution and continues to be an avoided cost that is not impacted by SCE’s revised CSRP implementation date.
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III. 1
TECHNOLOGY DELIVERY 2
Figure III-7 Technology Delivery
Recorded 2014-2018/Forecast 2019-202119 (Constant $000)
A. Work Description 3
Technology Delivery is the execution of non-routine system enhancements and implementation 4
of the capital software projects for SCE’s OUs that are requested in SCE-06, Volume 1, Pt. 2. This 5
includes the overall project management required after a technology solution has successfully undergone 6
the necessary planning, design, and business case approvals. At this stage, the delivery team confirms 7
the scope, schedule, and budget and manages the project through completion. In addition to the 8
execution of the project, the Technology Delivery activity encompasses management of go-live and 9
post-implementation stabilization activities, as well as verifying business readiness of the technology 10
deployment. In instances where technology deployment impacts many users, Organizational Change 11
Management (OCM) activities are also led by the delivery team. 12
19 See WP SCE-06, Volume 1 Pt. 1, pp. 8-14.
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In addition to the delivery services, this GRC activity also includes O&M expenses incurred to 1
support the capitalized software projects across SCE’s BPGs. The O&M expenses consists of the 2
following activities required to develop and implement capitalized software: 3
Pre-project planning activities, such as business requirements development and conceptual 4
solution engineering, data migration, and data cleansing; and 5
Delivery of end-user training associated with the technology, which includes developing 6
training material and providing training to end-users. 7
Finally, this GRC activity includes certain projects which are mostly or completely O&M. These 8
projects are typically small (<$250,000) and address targeted needs in an area of our business. These 9
O&M projects primarily involve minor enhancements to existing software or installation of new 10
products when SCE does not have the software capability within our existing portfolio. 11
In certain cases, these O&M projects can be large, similar in size to a capitalized software 12
project, but which, due to accounting guidelines that determine what types of costs are capitalized, are 13
recorded as O&M.20 14
B. Need for Activity 15
The Technology Delivery activity is essential to the execution and implementation of 16
technology, both foundational and strategic across the enterprise. It is critical in order to minimize 17
disruption to existing systems and processes as new capabilities are enabled. Further, this activity drives 18
accurate and timely visibility into our technology investments and enforces project management 19
standards and quality control principles to enable IT solutions to meet the needs of the organization. 20
These quality control activities minimize rework after a project is completed. 21
C. Comparison of Authorized 2018 to Recorded 22
SCE was authorized $36.1 million in 2018 for Technology Delivery, which is $25.1 million 23
above SCE’s recorded expenses of $10.9 million.21 This underspending compared to authorized was 24
primarily due to the reorganization of IT departments. Approximately $10.9 million of Technology 25
Delivery labor was reassigned to IT Plan and Run functions, as well as to strategic programs such as 26
Grid Modernization or CSRP that required delivery management skills and expertise. As a result of 27
resources being temporarily deployed to these programs and several positions temporarily left vacant, 28
20 See Exhibit SCE-07, Volume 2 for testimony regarding accounting treatment of O&M and Capital
expenditures. 21 Refer to WP SCE-07 Vol. 1 Authorized to Recorded.
18
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the 2018 recorded labor expenses contributed to SCE underspending compared to the authorized 1
amount. In addition, SCE incurred fewer expenses for projects due to an accounting rule change that 2
lowered the threshold for projects charging capital from $1 million to $250,000. Lastly, SCE recorded a 3
lower amount of non-labor expense than expected as a result of performing less Organizational Change 4
Management (OCM) and sharing the OCM costs with SCE’s business lines in some cases. 5
D. Scope and Forecast Analysis 6
1. Historical Variance Analysis 7
Figure III-8 Technology Delivery Recorded /Forecast
(Constant $000)
a) Labor 8
Labor expenses have declined over the 2014-2018 period. In 2015, labor 9
decreased significantly by 53 percent as a result of IT’s shift to its current MSP model, which included 10
the transition of work previously performed by SCE labor, such as application development and 11
maintenance, to the MSP. Costs remained flat from 2015-2016, and then decreased again by 12
approximately $5.6 million in 2017 as a result of a reorganization of the IT departments into the Plan, 13
Deliver, Run model described in Chapter I of this Volume. This involved some labor shifts from 14
Technology Delivery to other IT Departments, such as Service Management Office & Operations 15
19
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(“Run”), and to strategic initiatives such as Grid Modernization and CSRP. Further, in late 2017, SCE 1
began capitalizing more projects previously charged as O&M expense as a result of a change in SCE’s 2
accounting threshold that lowered the capitalization threshold from $1 million to $250,000. This change 3
in accounting policy was the primary driver to the further reduction of labor expenses to $3.2 million in 4
2018. 5
b) Non-Labor 6
Non-labor costs increased from approximately $14.4 million in 2014 to $15.0 7
million in 2015 as the IT OU began absorbing work associated with smaller O&M projects that had 8
previously been executed and funded by SCE’s business lines prior to the centralization of the IT 9
function in 2013. Costs steadily decreased from 2015 through 2018 as SCE reduced contract resources 10
for OCM activities and shared some OCM expenses with the business lines requesting the respective 11
technology project. In addition, the 2017 change in accounting practice related to lowering the threshold 12
of capitalized software projects from $1 million to $250,000 contributed to decreasing non-labor costs 13
each year through 2018. 14
2. Basis for Forecast 15
Table III-1 provides a breakdown of the 2021 O&M Test Year forecast. 16
Table III-1 Composition of Technology Delivery Forecast
(Constant $000)
a) Labor 17
As described in Table III-1, SCE’s labor expenses have consistently declined over 18
time as a result of the transition of work previously performed by SCE personnel to MSPs, internal re-19
organizations, and beginning to charge more project work to capital versus expense. Consistent with 20
prior Commission guidance to use the last recorded year of a downward trend as an estimating 21
20
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methodology, SCE uses 2018 recorded expenses of $3.175 million as the basis to estimate the 2021 Test 1
Year labor forecast in this activity. Since the impact of the 2016 change in capitalization threshold was 2
fully accounted for in the base year, the base year is a reasonable reflection for SCE’s 2021 Test Year 3
forecast. To the base level, SCE forecasts an increase of $0.4 1.6 million to account for 14 positions that 4
were vacant in 2018 but will be filled in November 2021 as a result of SCE staff returning to 5
Technology Delivery after the implementation of CSRP. These resources will provide project 6
management support for enterprise capitalized software projects. The incremental labor will also support 7
projects with high OCM needs and costs associated with decommissioning systems which cannot be 8
capitalized. The forecast is then normalized for ratemaking purposes to reflect a slight increase over the 9
2021-2023 period, resulting in a 2021 Test Year forecast of $4.330 million.22 10
b) Non-Labor 11
Non-labor costs for this activity have fluctuated as they can vary depending on 12
either the number or complexity of IT projects being actively managed. Non-labor costs increased from 13
2014-2015 and subsequently decreased through 2018 as SCE delivered projects that required lower 14
OCM expenses and capitalized more projects as a result of the change in capitalization threshold. While 15
use of the last recorded year would typically be an appropriate forecast methodology when there is a 16
downward trend, SCE selected an itemized forecast in this case due to the varying types of costs that are 17
contained in this GRC activity. As shown in Table III-1, SCE’s 2021 Test Year non-labor forecast of 18
$6.859 million consists of the following three components: (1) Base Non-Labor Expenses (2) the capital 19
-related expense for the HR Re-Platform capital project; and (3) Miscellaneous O&M projects under $1 20
million. The forecast is then normalized for ratemaking purposes to account for the expected decrease in 21
non-labor expenses in 2022-2023.23 See below for additional discussion on each of these components. 22
(1) Base Non-Labor Expenses 23
This category of the forecast includes employee-related expenses such as 24
training and office supplies for SCE labor recorded to the Technology Delivery activity. It also includes 25
capital-related expenses incurred for OU capitalized software projects such as OCM material and 26
22 Normalization calculation derived by 2021 L forecast + 2022 L forecast + 2023 L forecast/3= ($ 3.598 4.822
million + $ 4.920 million + $ 4.471 million)/3 = $ 4.330 million. 23 Normalization calculation derived by 2021 NL forecast + 2022 NL forecast + 2023 NL forecast/3= ($7.547
million+ $6.925 million + $6.103 million)/3 = $6.859 million.
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contract or third-party service providers who have subject matter expertise with the industry or 1
technology-specific knowledge in implementing projects. Historically, SCE incurs roughly 4% of 2
capital-related expenses relative to SCE’s capitalized software portfolio. SCE applies the 4% to the $110 3
million Test Year OU capitalized software portfolio SCE forecasts in SCE-06, Volume 1, Part 2.24 4
Adding these capital-related non-labor expenses to the employee-related expenses results in a base non-5
labor forecast of $3.420 million.25 6
(2) Miscellaneous O&M Projects Less Than $1 million 7
This component of the non-labor forecast is $2.313 million and consists of 8
smaller O&M projects, typically involving minor enhancements to existing software or installation of 9
new products when SCE does not have the software capability within our existing portfolio. Examples 10
of the eight O&M projects in this rate case period include Supply Management Contract Authoring and 11
Exact Target Replacement, which is an internal communications solution. SCE’s workpapers contain an 12
itemized list of the O&M projects that result in SCE’s 2021 forecast of $2.313 million for miscellaneous 13
O&M projects.2614
24 See Chapter IX of SCE-06, Volume 1, Pt. 2. 25 See WP SCE-06, Volume 1, Pt. 1, pp. 15-19. 26 See WP SCE-06, Volume 1, Pt. 1, pp. 20-21.
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IV. 1
SERVICE MANAGEMENT OFFICE & OPERATIONS 2
SCE’s Service Management Office and Operations (SMOO) is the organization within IT that 3
oversees software application development and maintenance; plans, designs, builds and operates IT 4
infrastructure; manages and delivers End User Computing services; manages IT services delivery and 5
testing; and oversees the MSPs. SMOO also oversees process management of the services that are 6
delivered via the service management framework that the IT Department follows. SMOO is responsible 7
for three work activities: (1) Fixed Price Technology & Maintenance; (2) Software Maintenance & 8
Replacement; and (3) Technology Infrastructure Maintenance & Replacement. 9
A. Fixed Price Technology & Maintenance 10
Figure IV-9 provides 2014-2018 recorded and 2019-2021 forecast O&M expenses, broken down 11
by labor and non-labor, for the Fixed Price Technology & Maintenance work activity. 12
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Figure IV-9 Fixed Price Technology & Maintenance
Recorded / Forecast27 (Constant $000)
1. Work Description 1
The Fixed Price Technology and Maintenance work activity is responsible for IT services 2
provided primarily by two incumbent MSPs. As discussed above, SCE began the transition to a 3
Managed Services model in 2014, which leverages the expertise of service providers to manage many of 4
our day-to-day IT functions. Formal transition of the day-to day IT functions to our MSP partners began 5
in the fourth quarter of 2014 and completed at the end of the second quarter of 2015. During this time, 6
the following functions were fully transitioned to our MSPs: support/development/testing for 800 7
applications, management of three enterprise data centers (including computer and communication 8
infrastructure), support and maintenance for the customer service system (CSS) mainframe (application 9
and infrastructure), all IT service management functions (ITSM), 7 X 24 Service Desk, and support and 10
maintenance for 16,000 end user laptops and desktops. SCE’s MSPs now perform these work functions, 11
which were previously staffed by a combination of third parties and internal SCE personnel and will 12
continue to do so in the Test Year 2021. This activity also includes three related SCE labor functions: 13
27 See WPSCE-06V01P01 pp. 22 – 28.
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IT Service Management (ITSM) – This function focuses on governance of key IT 1
processes that are heavily used by the SCE end-user base and our MSPs. These processes are Incident, 2
Problem, Major Incident, Change and Release, Testing, and Audits. These key processes are integral in 3
the day-to-day operations of IT and therefore require a dedicated SCE staff to oversee and govern the 4
performance and continual improvement of these processes. 5
Sourcing – This function focuses on the planning and contracting for all project work 6
outside the fixed MSP scope of work. This activity includes development of project contractual 7
obligations and the development of Statements of Work (SOW) for projects across all SCE OUs. 8
Service provider management office (SPMO) – This function is dedicated to governing 9
the contractual performance and compliance of the MSPs. This includes Service Level Agreement 10
(SLA) adherence, root cause analysis, contract compliance, financial management, performance 11
management, and continuous improvement. This group is staffed with both dedicated and matrixed SCE 12
labor to manage each of the MSP towers: infrastructure, SAP application and maintenance, non-SAP 13
applications and maintenance, end user computing, Service Desk, and IT service management. 14
2. Need for Activity 15
The Fixed Price Technology and Maintenance activity is necessary to perform day-to-day 16
IT functions for the entire IT enterprise. SCE benefits from this model as it provides a standardized 17
service delivery and performance approach that is also flexible and scalable to respond to SCE’s 18
dynamic business needs. Because our selected MSPs have a significant level of experience in delivering 19
common and repeatable IT services and support functions, using MSPs for these activities enables SCE 20
to react faster, be more effective, and continually improve on support and service levels. This model 21
reduces operational risks, minimizes IT-related business disruption, and reduces associated business 22
disruption costs. SCE has extensive contractual terms and conditions built into our MSP partnerships to 23
provide SCE with the ability to drive performance and manage risk. SCE maintains strong governance 24
and oversight of all MSP contractual SLAs in order to maintain the committed contractual performance 25
levels. This allows SCE to shift risk away from SCE and our customers. Ultimately, this model enables 26
SCE to achieve a lower cost structure for IT services and to continue to mature IT operating capabilities. 27
Savings achieved through combining all these operational functions under two MSPs provides 28
economies of scale enough to partially absorb the growing demand for IT services and technologies. For 29
instance, we have been able to support large strategic programs such as Grid Modernization, CSRP, and 30
Wildfire Mitigation activities at a reasonable cost by using the preset pricing provisions in our contract. 31
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Otherwise, if we had to resource and support these new activities outside our MSP structure, we would 1
have incurred a substantial O&M increase. This point is reflected in SCE’s moderate test year forecast 2
increase of $6.8 million from 2018 recorded. 3
3. Comparison of Authorized 2018 to Recorded 4
SCE was authorized $77.3 million for Fixed Price Technology & Maintenance in the 5
2018 GRC. This work activity’s recorded 2018 expenses were approximately $69.5 million, which was 6
$7.9 million below authorized.28 This underspending compared to authorized was primarily savings 7
incurred through prudent negotiations and planned work in Application Development and Maintenance 8
that did not materialize but is still anticipated to be performed in 2019 and beyond. 9
4. Scope and Forecast Analysis 10
Table IV-2 Fixed Price Technology & Maintenance
(Constant $000)
a) Historical Variance Analysis 11
(1) Labor 12
As shown in Table IV-2, historical labor for Fixed Price Technology & 13
Maintenance increased from $617,000 to $11.0 million from 2014 to 2015. This increase is attributable 14
to the SCE cost of the MSP transition, which primarily took place in 2015. Labor costs then decreased in 15
2016 to $2.8 million, which reflects the end of the MSP transition. Since then, labor has remained 16
relatively flat in years 2016-2018. 17
(2) Non-Labor 18
As shown in Table IV-2, non-labor costs significantly increased from 19
2014-2015 which was the period in which we transitioned from our existing model to the MSP model. 20
From 2015 to 2017, non-labor cost steadily increased which was anticipated and consistent with the 21
28 Refer to WP SCE-07 Vol. 1 Authorized to Recorded.
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MSP contract schedules. In 2018, non-labor costs decreased by approximately $5.5 million, which is 1
primarily attributable to the delayed implementation of two major programs: Grid Modernization and 2
Digital Managed Services. 3
b) Basis for O&M Forecast 4
(1) Labor 5
As shown in Table IV-2, SCE’s 2016-2018 recorded expenses have been 6
relatively stable, reflecting the stabilization of SCE’s MSP transition. As in 2018, SCE will continue to 7
require SCE labor to perform oversite and governance activities related to the MSPs in 2021. Therefore, 8
SCE utilizes the last recorded year estimating methodology to form the basis of our test year forecast. 9
This is also consistent with Commission guidance to use last recorded year when historical recorded 10
costs exhibit a downward trend or are relatively stable for three or more years. From the 2018 recorded 11
labor amount of $2.8 million, SCE forecasts a minor increase of $200,000, which results in a Test Year 12
2021 forecast of $3.0 million.29 The forecast increase is necessary to accommodate additional labor for 13
the purpose of strengthening the MSP governance model for the major programs (e.g., Grid 14
Modernization and Digital Managed Services) that will begin being supported by our MSPs in years 15
2019 and beyond. 16
(2) Non-Labor 17
As shown in Table IV-2, the non-labor forecast for the 2021 Test Year is 18
$73.6 million and is based upon the agreed contractual MSP pricing that will be required in order to 19
support our operations. The forecast increase from recorded year 2018 to 2021 of $7.0 million is 20
attributable to a forecasted increase in MSP costs to provide operational support for major programs 21
such as Digital Managed Services and Grid Modernization, as well as operational support for scope 22
additions attributable to smaller projects that will also be moving into production. The amount 23
attributable to the individual MSP service areas impacted by these additions is further defined in the 24
detailed work papers.30 In alignment with the revised schedule to implement CSRP in early 2021, the 25
29 Note that SCE’s labor forecast increase reflects the absence of MSP expenses that would have been necessary
in 2022 and 2023 to support incremental mainframe maintenance and infrastructure needs if CSRP had not been implemented.
30 See WPSCE-06V01P01 pp. 29 – 32
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amended 2021 forecast also reflects a $0.2 million increase over 2018 recorded to accommodate 1
incremental services to support the legacy CSS system. 2
B. Software Maintenance & Replacement 3
Figure IV-10 and Table IV-3 provide 2014-2018 recorded and 2019-2021 forecast O&M 4
expenses, broken down by labor and non-labor, for the Software Maintenance & Replacement work 5
activity and by sub-work activities.31 6
Figure IV-10 Software Maintenance & Replacement- O&M
Recorded 2014-2018/Forecast 2019-202132 (Constant $000)
31 See WPSCE-06V01P01 pp. 33 – 39. 32 Figure IV-10 provides the 2021 Test Year forecast after normalizing the 2022 and 2023 forecast fluctuations
for ratemaking purposes. Table IV-3 provides the forecast prior to making this adjustment.
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Table IV-3 Software Maintenance & Replacement- O&M by Sub Work Activity
Recorded 2014-2018/Forecast 2019-2023 (Constant $000)
Figure IV-11 and Table IV-4 provide 2014-2018 recorded and 2019-2023 forecast capital 1
expenditures for the Software Maintenance & Replacement work activity and by sub-work activities. 2
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Figure IV-11 Software Maintenance & Replacement
Capital Recorded / Forecast (Nominal $000)
Table IV-4 Software Maintenance & Replacement
Capital by Sub Work Activities Recorded / Forecast (Nominal $000)
1. Overview of Work Activity 1
The Software Maintenance and Replacement work activity includes costs required to 2
maintain SCE’s operating software assets through on-premise license, cloud, subscription, and 3
maintenance contract agreements. This also includes refresh of the core Operating Software comprised 4
of operating systems, business intelligence systems, database management systems, cross-system 5
30
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integration tools, IT monitoring tools, and end-user productivity and collaboration software which 1
enable business applications to take advantage of the underlying hardware features and functions. Based 2
on the United Nations Standard Products and Services Code categorization,33 our software portfolio is 3
categorized into 110 different categories comprised of over 2,950 different commercial products. Lastly, 4
this work activity includes application refresh activities, which consist of the management, upgrade, 5
maintenance, optimization, monitoring, and testing of about 800 existing IT applications and more than 6
3,000 interfaces through their lifecycles. 7
This work is divided into four sub-work activities: (1) Perpetual License; (2) Software as 8
a Service (SaaS); (3) Cloud; and (4) Application Refresh. Perpetual License, SaaS, and Cloud are 9
written together below due to their interrelationship, with Application Refresh following. 10
On-going maintenance and refresh of operating software are essential activities in order 11
to sustain business applications and systems (e.g., monitoring/alerting utility operations, outage 12
communication to customers, usage billing and reporting, and weather and safety considerations). 13
Overall, the forecast for this work activity includes $196.97 million (nominal dollars) for 2019-2023 14
capital expenditures. The calendar year 2021 O&M forecast is $89.59 million, which has been 15
normalized to a test year request of $97.25million (constant 2018 dollars). 16
2. Comparison of Authorized 2018 to Recorded- O&M 17
SCE was authorized $61.5 million in O&M expenses for Software Maintenance & 18
Replacement in the 2018 GRC. This work activity’s recorded 2018 O&M expenses were approximately 19
$73.2 million, which was $11.7 million above authorized.34 20
This overspending is due to two primary reasons: (1) increased maintenance costs in 21
support of projects primarily because of changes in software decommissioning plans and increases in 22
project scope which required additional maintenance support (Teradata, Success Factors, CA Inc.), and 23
(2) increased staffing from other IT departments as part of the 2017 re-organization. 24
3. Comparison of Authorized 2018 to Recorded- Capital 25
SCE was authorized $11.4 million in capital expenditures for Software Maintenance & 26
Replacement in the 2018 GRC. This work activity’s recorded 2018 capital expenditures were 27
33 See http://www.ahrmm.org/advocacy/issues-topics/data-standards/unspsc.shtml. 34 Refer to WP SCE-07 Vol. 1 Authorized to Recorded.
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approximately $65.9 million, which was $54.5 million above authorized.35 This spending over 1
authorized is primarily attributable to executing a major restructuring of our SAP portfolio36 at a cost of 2
$47 million. Within this re-structure, SCE purchased a completely new set of replacement products 3
including 5 years of maintenance. This new enterprise deal includes rights to grow our use of the 4
products during the 5-year agreement at no additional cost and supports and strengthens our prior 2015 5
investment in SAP’s HANA technology. This purchase was advantageous as it included additional SAP 6
Financial suite and Tax Compliance products, additional HANA licenses, Master Data Governance 7
software, Landscape Management software, and Geo Framework software. This was a strategic spend 8
premised on a conversion from the legacy SAP software products to a new product line functionally, 9
technically, and architecturally superior to the legacy SAP products. The spending over authorized is 10
also attributable to necessary spend to upgrade applications to versions that vendors will support. As 11
applications neared end of life, the refresh of these applications became critical in order to prevent 12
technology obsolescence and to mitigate business impact to customers by ensuring application 13
availability and reliability. 14
4. Sub-Work Activities 15
This activity consists of four sub-work activities: (1) Perpetual License; (2) Software as a 16
Service (SaaS); (3) Cloud; and (4) Application Refresh. Perpetual License, SaaS, and Cloud are written 17
together below due to their interrelationship, with Application Refresh following. 18
a) Perpetual License, Software as a Service (SaaS), Cloud (Subscription Based 19
Software) 20
(1) Work Description 21
The Perpetual License, SaaS, and Cloud non-project related sub-activities 22
include maintenance of SCE’s existing IT operating software assets through on-premise license, cloud, 23
subscription, and maintenance agreements. This, in turn, supports our OUs to ensure maintenance of 24
their business applications. SCE manages over 460 contractual agreements with over 250 publishers 25
which include: 26
Access to subscription SaaS offerings; 27
Access to externally hosted (Cloud) computing platforms; 28
35 Refer to WP SCE-07 Vol. 1 Authorized to Recorded. 36 See WPSCE-06V01P01C pp. 1 – 2.
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Access to break/fix support to ensure we are running error free 1
programs; 2
Version upgrades to ensure software currency and security; and 3
Access to vendor updates to provide security updates to protect against 4
cyber threats. 5
A significant portion of the above agreements is key to the support of the 6
migration to cloud. 7
Specific examples of operating software for which SCE has support 8
agreements ensuring the business services mentioned above are delivered include: 9
Microsoft Server and Desktop Operating Systems and Database 10
software; 11
RedHat and SUSE Linux Operating Systems; 12
IBM Mainframe Operating System, Database and Middleware; 13
Oracle Database Software; 14
VMware virtualization Software; 15
DevOps development and orchestration software; and 16
SAP S/4HANA for complex in-memory data analytics. 17
Some examples of the business applications supported by the previously 18
mentioned licensing, subscription, and maintenance agreements are: 19
The SAP suite of enterprise applications used for Customer Service 20
and Billing, Financials, Human Resources, and work management; 21
The Microsoft Suite of O365 products providing collaboration and 22
productivity tooling (Outlook, Word, Excel, PowerPoint, and 23
SharePoint), as well as InTune for Mobile Data Management and Data 24
Loss Preventions for mobile devices; 25
Success Factors cloud services for Human Resources applications; and 26
Autodesk subscription service for managing enterprise engineering 27
drawings and related services. 28
Finally, this sub-work activity also includes refresh of the core Operating 29
Software made up of operating systems, business intelligence systems, database management systems, 30
cross-system integration tools, IT monitoring tools, and end-user productivity and collaboration software 31
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which enable business applications to take advantage of the underlying hardware features and functions. 1
Unlike projects talked about in SCE-06, Volume 1, Pt. 2, these refreshes are generally cyclical/routine, 2
small enough where they would not be delivered by a project team and do not provide new OU 3
capabilities. 4
(2) Need for Activity 5
Most IT software license management is centralized in this activity for 6
technical, legal, and financial oversight and governance. The regular renewal of vendor support for our 7
perpetually-licensed products, as well as renewal of cloud and subscription agreements for our cloud and 8
SaaS, is necessary to ensure both vendor availability to respond in a timely fashion to critical system 9
failures as well as uninterrupted access to cloud and SaaS offerings. Of equal importance is the on-going 10
maintenance support facilitated by these vendors’ agreements to provide security patches and system 11
capability updates. The maintenance support costs here are summarized in the O&M cost section of this 12
testimony. If SCE does not implement the maintenance inclusive of critical security patches, the security 13
of customer data and critical system infrastructure could be at risk. This activity also monitors system 14
capacity and asset lifecycles (obsolescence), reducing risk to system reliability and business 15
productivity. Centralizing this activity in IT helps us provide consistent service terms with the vendors 16
and helps to minimize duplication of tools or services. 17
Operating System and other COTS software products provide a stable and 18
reliable foundational platform for SCE’s critical business systems, and are required for the operation of 19
mainframe servers, midrange servers, storage devices, customer call centers, and personal computers. 20
These software products also provide automated collaboration and communications capabilities, 21
automated Service Desk and systems management, and Data Center Infrastructure Management 22
systems. As is the case with other IT assets, periodically these software products require full 23
replacement as they reach the end of their useful life and have been fully depreciated. To provide 24
optimal protection against security breaches, make use of improved features and functional 25
improvements, and to minimize our O&M expenses, we plan to replace a number of these aging 26
systems. Our plans for this GRC period include, but are not limited to, the capital expenditures needed to 27
refresh the applications below that would otherwise become incremental O&M expenses if not 28
refreshed: 29
34
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Microsoft Operating, Database, and End-user Productivity and 1
Collaboration products in support of end user computing feature and 2
functionality; 3
BMC Service Desk, HR Case Management, System Monitoring, and 4
Datacenter Infrastructure Management products in order to 5
maintain/sustain business application serviceability and reliability; 6
Oracle Database products as the repository for, and management of, 7
data needed by enterprise business applications, which provide 8
electricity interval usage data collection, processing, storage, and 9
outage management; 10
An integrated application performance management product to replace 11
multiple individual products; and 12
NetApp system and data backup software in order to improve and 13
maintain application resiliency and reliability. 14
(3) Scope and Forecast Analysis 15
Table IV-5 provides 2014-2018 recorded and 2019-2023 forecast O&M 16
expenses, broken down by labor & non-labor prior to being normalized for ratemaking purposes, for 17
Perpetual License, Software as a Service (Saas), and Cloud sub-work activities. 18
Table IV-5 Perpetual License, Software as a Services (SaaS), Cloud
O&M Recorded / Forecasts (Constant $000)
Table IV-6 provides 2014-2018 recorded and 2019-2023 forecast capital 19
expenditures for the Perpetual License, Software as a Services (Saas), and Cloud sub-work activities. 20
35
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Table IV-6 Perpetual License, Software as a Services (SaaS), Cloud
Capital Recorded / Forecasts (Nominal $000)
(a) Historical Variance Analysis 1
(i) Labor (Perpetual License, Software as a Service (SaaS), 2
Cloud) 3
From 2014 to 2015, SCE IT transitioned into the Managed 4
Services model wherein most of the technical work is performed by MSPs. As a result, O&M labor costs 5
decreased. From 2015 to 2018, costs continued to decrease due to this transition. 6
(ii) Non-Labor (Perpetual License, Software as a Service 7
(SaaS), Cloud) 8
The non-labor fluctuations in this account between 2014 9
and 2018 are due to changes in various license and maintenance agreements. Consistent with SCE’s 10
prior GRCs, the number and cost of license renewals varying from year to year is driven by licenses 11
rolling off prepaid five-year maintenance from capital to O&M, the shift from perpetual licenses plus 12
maintenance (capital) to subscription models (O&M), and the need to renew new license agreements due 13
to end of life. 14
The non-labor increase in 2015 is associated with increased 15
software costs due to, among other things, the addition of: (1) $9.0 million for software maintenance 16
costs previously covered under capital purchases (IBM); (2) $1.5 million for additional software support 17
costs for data center software (BMC and RedHat); and (3) $0.76 million for SaaS subscriptions 18
(Microsoft Azure and SAP Success Factors). 19
The 2016 increase in non-labor software costs was driven 20
by, among other things: (1) $4.4 million for mainframe subscription costs previously included in a 21
multi-year agreement; and (2) other subscription software costs including $1.16 million for SaaS 22
subscriptions (Microsoft Azure). 23
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In 2017, a one-time accounting policy change took place, 1
which changed the amortization threshold for O&M from $250,000 to $1 million. The resulting impact 2
was an $8 million increase in O&M costs due to the acceleration of payments from 2018 into 2017. This 3
acceleration accounts for the majority of the increase from 2016 to 2017 and, in turn, the majority of the 4
2018 non-labor decrease. 5
(iii) Capital Expenditures (Perpetual License, Software as a 6
Service (SaaS), and Cloud) 7
During 2014-2018, we made significant improvements to 8
our software portfolio. We invested in new technologies, refreshed major suites of software with new 9
and improved features and functions, and restructured our Enterprise SAP portfolio. These and other 10
capital investments in our software portfolio provide the foundational computing platform for our 11
business. 12
In 2015, the investment in SAP’s HANA technology – a 13
database system that uses computer main memory instead of disk storage for better performance – at a 14
cost of $24 million contributed to the $5.3 million increase from 2014 to 2015. This transition from the 15
previously-used legacy database and business warehouse systems to HANA enables SCE to better 16
manage and analyze our ever-growing pool of data leading to more informed and timely business 17
decisions. 18
In 2016 our cost increases were driven by, among other 19
things, purchases of software from: (1) IBM - $12 million in additional licenses including 5 years of 20
maintenance; (2) Redwood - $1 million for an enterprise agreement including 5 years of maintenance; 21
and (3) BMC - $1 million for additional service management software including 5 years of maintenance. 22
In 2017, we restructured multiple transactional contracts for 23
both VMware and HP suites of products. We entered into 5-year enterprise agreements including 24
products and 5 years of maintenance at a cost of $6.2 million and $7 million, respectively. We also 25
purchased an additional $7 million in Oracle database software, $6 million for IBM, $4.1 million in 26
operating software upgrades (i.e., mainframe DB, midrange operating system, and BMC licenses) to 27
convert subscription database and tooling software to perpetual rights with 5 years of maintenance, and 28
$2 million in additional SAP products including 5 years of maintenance. 29
In 2018, we executed a major re-write and restructuring of 30
our SAP portfolio at a cost of $47 million, which contributed to the overall historical cost of $58.5 31
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million in 2018. Within this re-structure, SCE purchased a completely new set of replacement products 1
including 5 years of maintenance. This new enterprise deal includes rights to grow our use of the 2
products during the 5-year agreement at no additional cost and supports and strengthens our prior 2015 3
investment in SAP’s HANA technology. 4
(b) Basis of Forecast 5
Table IV-7 provides 2014-2018 recorded and 2019-2023 forecast 6
O&M expenses,37 broken down by labor & non-labor prior to being normalized for ratemaking 7
purposes, for the Perpetual License, Software as a Services (Saas), and Cloud sub-work activities. 8
Table IV-7 Perpetual License, Software as a Services (SaaS), Cloud
O&M Recorded / Forecasts (Constant $000)
Table IV-8 provides 2014-2018 recorded and 2019-2023 forecast 9
capital expenditures for the Perpetual License, Software as a Services (Saas), and Cloud sub-work 10
activities. 11
37 See WPSCE-06V01P01 pp. 40 – 42.
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Table IV-8 Perpetual License, Software as a Services (SaaS), Cloud
Capital Recorded / Forecasts (Nominal $000)
(i) Labor (Perpetual License, Software as a Service (SaaS), & 1
Cloud) 2
There are no labor forecasts for these sub-work activities 3
due to completion of the transition to Managed Services. 4
(ii) Non-Labor (Perpetual License, Software as a Service 5
(SaaS), & Cloud)) 6
Our Test Year forecast for non-labor O&M expenses, based 7
on an itemized forecast, is $72.1 million. 38 Our non-labor software license maintenance and 8
subscriptions costs are forecasted to remain relatively flat in 2019 and 2020 with an increase in 2021 for 9
support of additional application refresh activities as a result of extending licenses required to be in 10
place until CSRP is implemented in early 2021. In 2022, SCE forecasts an increase of $5.5 million from 11
2021 largely for extension of mainframe operating software maintenance that will be required through 12
the CSRP stabilization period. As the SCE Customer Service Systems are being re-platformed by the 13
CSRP program in 2021, we will be able to decrease, then fully decommission, legacy software products 14
running on our IBM mainframe systems, as well as the mainframe computers themselves over the 2022-15
2023 period. This cost reduction, as well as other planned refresh activity for entire software product 16
suites by capital projects, will help to mitigate increasing O&M cost pressures that result from an 17
increase in cloud and SaaS solutions. In 2023, the period over which our 2018 refresh of the entire SAP 18
suite of software can be capitalized will expire and these costs will switch to O&M, which is reflected 19
within this sub-activity’s 2023 forecast. 20
38 See WPSCE-06V01P01C pp. 3 – 13 and WPSCE-06V01P01C pp.14-15.
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Similar to historical non-labor, due to the variability in 1
software license maintenance agreements and timing of renewals, an itemized forecast best represents 2
the costs needed in 2021 and has similarly been normalized over the 2021-2023 period. 3
(iii) Capital Expenditures (Perpetual License, Software as a 4
Service (SaaS), & Cloud) 5
As mentioned previously, SCE continues to make 6
significant improvements to our software portfolio with investments in new technologies, refreshing 7
major suites of software with new and improved features, and restructuring of the portfolio. These and 8
other capital investments in our software portfolio provide the foundational computing platform for our 9
business. SCE plans to replace several end-of-life suites of software products through capital 10
replacement projects. Refreshing end-of-life, fully depreciated licenses and maintenance with new 11
replacement software licenses has the additional benefit of mitigating increases to O&M expenses. In 12
other words, if these capital expenditures were not made, then there would be an increase in O&M 13
expenditures in order to continue maintenance of these end-of-life software products. SCE’s 2021 14
calendar year O&M non-labor forecast of $68.5 million for software costs described above in Table IV-15
7 (Basis of Forecast Non-Labor) is predicated on such software licenses as follows: 16
Table IV-9 Software Licenses
Forecast Capital Expenditures (Nominal $000)
2019 – There are no plans for capital replacement 17
projects for any Perpetual License, SaaS, or Cloud 18
agreements in 2019. 19
2020 – We forecast $11 million for a refresh of our 20
Oracle technology stack portfolio. This stack is 21
primarily database software upon which a large portion 22
of SCE’s applications run. 23
2019 2020 2021 2022 2023 Totals
Software Licenses ‐$ $ 11,000 $ 36,000 $ 4,500 $ 4,000 55,500$
Forecast ($)
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2021 – SCE’s Microsoft, Veritas backup software, and 1
Redwood Process Scheduling Enterprise Agreements 2
are due for renewal in 2021. We are planning a full 3
refresh of the agreements at a forecast of $36 million. 4
2022 – Our BMC Enterprise Agreement is up for 5
renewal in 2022. This portfolio contains our 6
infrastructure monitoring, capacity planning, and 7
service management suites. We are planning a complete 8
refresh of the portfolio at an estimated cost of $4.5 9
million. 10
2023 – SCE forecasts $4 million in capital expenditures 11
in 2023 for a refresh of our HP Performance and 12
Testing suite of products. 13
The 2019-2023 capital expenditures forecast for Perpetual 14
License, Saas, and Cloud also includes forecast expenditures of $45 million for Operating Software and 15
Middleware, which are focused on the efforts for upgrading, configuring, and testing of operating 16
software tools as follows: 17
Table IV-10 Operating Software and Middleware
Forecast Capital Expenditures (Nominal $000)
2019 – Major efforts include migration of Flexpod 18
platform to HCI, ASA network firewall to Palo Alto, 19
Citrix upgrade and migration, and upgrade of Windows 20
2008 operating system. 21
2020 – SCE forecasts $8 million for work around the 22
upgrade of Redhat and SUSE OS, MDMS migration to 23
2019 2020 2021 2022 2023 Totals
Operating Software & Middleware 12,911$ $ 8,000 $ 7,200 $ 8,800 $ 8,000 44,911$
Forecast ($)
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new Exadata platform, and continuation of the 1
Windows 2008 upgrade. 2
2021 – Upgrade efforts are forecast to continue with 3
Windows 2008, Redhat and SUSE OS, as well as the 4
initial migration of VMware software to Acropolis 5
technology. 6
2022 – SCE anticipates the migration of database 7
software to new Exadata environment, optimization of 8
dedicated backup infrastructure, and the upgrade of the 9
analytic Hadoop platform. 10
2023 – SCE forecasts $8 million in capital expenditures 11
in 2023 for a refresh of existing operating software 12
systems, and continuous migration to the Acropolis 13
technology. 14
SCE’s standard is to maintain software at a version level 15
not less than one version level below N-1 where N is the current production level. This ensures the 16
software is current on bug fixes and general code maintenance as required to mitigate cybersecurity 17
exposures and support SCE business operational needs. As software deviates from this, it is refreshed 18
accordingly. The expenditures in the forecast period will replace end-of-life operating system software, 19
database systems, middleware tools, security solutions, and environment monitoring and alerting 20
applications.39 21
b) Application Refresh 22
(1) Work Description 23
The Application Refresh sub-work activity consists of the management, 24
upgrade, maintenance, optimization, monitoring, and testing of about 800 existing IT applications and 25
more than 3,000 interfaces40 through their lifecycle.41 These applications collectively support a majority 26
of SCE’s business processes and capabilities, including mission critical applications that help provide 27
39 See WPSCE-06V01P01 pp. 43 – 47. 40 The specific number of applications and interfaces vary from year to year as systems are added to the
production environment and others are decommissioned. 41 An application’s lifecycle spans from plan, develop, test, deploy, maintain, and eventually decommission.
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customers with safe and reliable energy along with satisfying mandated compliance and security 1
requirements. Users of these applications include all SCE employees, multiple external vendor 2
companies, and the general public which SCE services. This activity supports both company-wide 3
enterprise technologies and outward facing interfaces. An example of applications that interface with the 4
general public include SCE.com, which is a website portal that runs on SAP ERP Central Component 5
(SAP ECC) and Hana databases. Refresh activities for SAP ECC and Hana databases are critical in 6
order to support the reliability of SCE.com, which is used by SCE customers to pay their bills, to view 7
their balance and usage, to view and report outages, and to turn on or off services. O&M and capital 8
expenditures for Application Refresh focus on work associated with maintaining existing applications 9
and interfaces. This is distinct from O&M and capital expenditures for the application refresh 10
components of IT software projects included in SCE-06, Volume 1, Pt. 2, which focus on work 11
associated with developing new applications to support the work performed in the various OUs. After 12
those new applications are transitioned to Operations from the OUs, the maintenance is covered by the 13
Application Refresh sub-work activity. Application Refresh O&M also consists of labor and non-labor 14
costs for efforts to decommission. Over the 2021-2023 forecast period, SCE forecasts an increase in 15
O&M expenses, driven primarily by an increase in C&PS costs due to expected third party costs 16
supporting the SAP platform after CSRP transition, Customer Service Application Decommissioning as 17
a result of the CSRP program, and on-going maintenance costs for OU applications that are incurred 18
after projects have been implemented. 19
(2) Need for Activity 20
Application Refresh is necessary because applications must be running on 21
vendor-supported versions in order to receive vendor support. If the applications do not run on vendor-22
supported versions, then our MSP’s technical team cannot receive vendor support when troubleshooting 23
technical issues that arise in the application. When the code is proprietary, receiving vendor support is 24
essential to troubleshoot application code as the vendor will not release source code to companies that 25
purchased and use the application. Examples of applications with proprietary code include Consolidated 26
Mobile Solution (CMS), Power Plan, Spida, Real Time Energy Metering, Utilities International Planner, 27
iVOS, VOVICI Survey, Openlink Formula Engine, and Syntellect Customer Interaction Management 28
(Syntellect CIM). 29
Application Refresh is even more critical for applications that are no 30
longer supported by vendors or are about to reach end of life. In those circumstances, issues encountered 31
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by these applications in the production environment may take time to fix or may persist without 1
resolution. This will hamper application availability and may result in these applications not being able 2
to provide needed business functionalities. In addition, the cost to maintain these legacy and 3
unsupported systems will increase, as will the challenge of finding qualified resources to support them. 4
The Application Refresh activity provides further benefits by improving 5
system availability, stability, sustainability, and reliability. Refreshing the applications reduces the 6
impact to business operations and allows for business continuity by decreasing unplanned outages and 7
by providing the functionality needed by the business units. Moreover, not performing this work 8
increases SCE’s cybersecurity exposure and the potential loss of data or data breaches. 9
In addition, safety to the public can be impacted by not refreshing 10
applications. For example, the Medical Baseline (MBL) system allows residents with life-support 11
equipment or devices, or who have life threatening illnesses or compromised immune systems, to 12
receive allocated additional kilowatt hours at a lower rate. In MBL, the Automated Outage 13
Communication (AOC) system sends outage information to customers through SAP Process 14
Orchestration (SAP PO). This outage information is then used to generate field tickets so that SCE 15
employees can visit the MBL customers, especially in case of emergencies like outages that impact life-16
support equipment or devices. Refresh activities associated with AOC and SAP PO are critical because 17
unavailability of the applications supporting MBL can negatively impact the well-being of MBL 18
customers. 19
Consolidated Mobile Solution (CMS) – a COTS application supported by 20
the GoMocha vendor – is another example of an application whose reliability and availability are critical 21
to SCE crew safety and public safety. CMS is used by field users for the planning, restoration, 22
inspection, and yearly maintenance of the T&D electrical grid. During emergency situations like wire 23
down situations, troublemen use the distribution circuit data from CMS to quickly determine the circuit 24
configuration and then work with substation operators to quickly isolate and turn off the down wires. 25
Unavailability of CMS can negatively impact the safety of the SCE crew and public. 26
(3) Scope and Forecast Analysis 27
Table IV-11 provides 2014-2018 recorded and 2019-2023 forecast O&M 28
expenses, broken down by labor & non-labor prior to being normalized for ratemaking purposes, for the 29
Application Refresh sub-work activity. 30
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Table IV-11 Application Refresh
O&M Labor/Non-Labor Recorded / Forecast (Constant $000)
Table IV-12 provides 2014-2018 recorded and 2019-2023 forecast capital 1
expenditures for the Application Refresh sub-work activity. 2
Table IV-12 Application Refresh
Capital Recorded / Forecast (Nominal $000)
(a) Historical Variance Analysis 3
(i) Labor 4
The labor costs for Application refresh represent SCE 5
employees who manage third party MSPs to upgrade, maintain, optimize, monitor, and test about 800 6
existing IT applications and more than 3,000 interfaces throughout their lifecycles. SCE employees 7
oversee the MSPs and facilitate service restoration to users of these applications and interfaces in order 8
to ensure system availability, stability, sustainability, and reliability. In addition to facilitating 9
maintenance of existing applications, SCE employees also facilitate the maintenance of new capital 10
projects after these projects are transitioned to Operations from the OUs. They also assist in the 11
maintenance of O&M refresh activities while managing the MSP and helping with application service 12
restorations. Management of MSPs and restoration of SCE application services are necessary due to the 13
criticality of the applications and services that we provide to internal SCE departments and to the public 14
for business continuity. 15
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From 2014 to 2015, O&M labor costs decreased by 1
approximately $5 million due to SCE’s transition to the Managed Services model wherein most of the 2
technical work is performed by MSPs. The completion of the Microsoft O365 refresh work also 3
contributed to this decrease as there was a $1.7 million reduction in labor associated with that refresh. 4
From 2015 to 2018, O&M labor steadily increased due to the increased number and complexity of 5
applications that were transitioned from OU to Operations. 2017 shows an increase of $785 thousand 6
due to re-organization staffing level changes wherein FTEs were moved from Business Integration and 7
Delivery to Operations. 8
(ii) Non-Labor 9
Non-labor costs in this category are costs incurred from 10
O&M refresh activities and C&PS. The 2014 O&M non-labor expenses of $11 million were primarily 11
associated with the Microsoft O365 refresh activity, and were incurred from various vendors like 12
Microsoft, Cognizant, @Business Inc, and Smart Utility Systems LLC. The Microsoft O365 refresh 13
activity simplified and modernized the desktop office experience, integrated the desktop office, 14
telephone, and social capabilities, and was implemented in work streams. One work stream focused on 15
implementation of Exchange and O365; another work stream, implementation of Lync, Office 2013 16
client, and Internet Explorer 10; and another work stream, implementation of SharePoint. This project 17
was executed from 2014 to 2015. In 2015, non-labor expenses dropped to $1.2 million with $457,000 18
spent on Microsoft customer support for O365 refresh, on GridView annual maintenance renewal, and 19
on consulting services support for Wireless Telecom refresh. 20
Non-labor expenses then incrementally decreased to 21
$444,000 in 2016 with $148,000 due to Microsoft customer support and $139,000 due to Clicksoft 22
professional services and MSO Tech Inc. for LENS maintenance release. 23
In 2017, non-labor costs increased to $3 million due to 24
increased O&M refresh activities for Internet Explorer 11, VERINT Survey Tool, Unclaimed Property 25
Compliance Systems, and OKTA, as well as centralization of C&PS costs within this sub-work activity. 26
In 2018, there was a slight rise to $3.8 million in non-labor 27
costs due to an increase in C&PS cost associated with Power Plan support, Spinitar support services, 28
SAP Compensation Consulting services, LENS Professional Services, Substation Engineering Modeling 29
Tool (SEMT) Professional Services, and UI Planner Technical Support. 30
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(iii) Capital Expenditures 1
Prior to 2016, a portion of the capital costs for Application 2
Refresh was tracked in the Software Asset Management (SAM) bundle, presented within prior GRCs.42 3
In 2016, the $2.8 million capital spend was due to the Nia (formerly Mana) refresh activity. In 2017, 4
capital expenditures increased to $4.8 million due to SAS Visual Analytics (VA) / Grid Upgrade, Afaria 5
and MXE Upgrade, Datastage Upgrade, SAP Hana Database Upgrade, and Nia refresh activity. 6
In 2018, capital spend rose to $7.4 million due to an 7
accumulated number of refreshes for applications whose vendor supportability ended (or will soon end) 8
and were critical to refresh in order to promote business continuity and limit operational risks. The 9
increase in capital expenditures in 2018 was also due to the refresh of certain applications to maintain 10
availability, sustainability, and reliability of the applications in the production environment. For 11
example, eWorld is a web-based application that contains SCE asset information, circuit maps, 12
substation maps, facility maps, and land bases. eWorld was highly unstable and the application was 13
unavailable almost every day due to a memory leak in the application infrastructure. As a work around, 14
the application was restarted each day to make the application available to eWorld clients. To resolve 15
the instability issue, eWorld was upgraded. After the upgrade, eWorld became stable and no longer 16
required an everyday restart. 17
(b) Basis of Forecast 18
Table IV-13 provides 2014-2018 recorded and 2019-2023 forecast 19
O&M expenses, broken down by labor and non-labor prior to being normalized for ratemaking 20
purposes, for the Application Refresh sub-work activity. 21
42 See A.10-11-015, Exhibit SCE05, Volume 3.
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Table IV-13 Application Refresh
O&M Labor/Non Labor Recorded / Forecast (Constant $000)
Table IV-14 provides 2014-2018 recorded and 2019-2023 forecast 1
capital expenditures for the Application Refresh sub-work activity. 2
Table IV-14 Application Refresh
Capital Recorded & Forecast (Nominal $000)
(i) Labor 3
SCE’s 2021 O&M Test Year Forecast for labor is $8.7 4
million. As in 2018, SCE will continue to require SCE labor in 2021 in order to manage the MSPs, to 5
facilitate maintenance of existing applications and new applications that are transitioned from OUs to 6
Operations, and to manage O&M application refreshes. From 2016-2018, labor costs steadily increased. 7
Therefore, SCE utilizes the last year recorded estimating methodology to form the basis of our Test Year 8
Forecast. This is consistent with Commission guidance to use the last recorded year when historical 9
recorded costs exhibit a trend in one direction over three or more years. From the 2018 recorded labor 10
amount of $7.2 million, SCE forecasts an increase of $1.5 million. 11
The forecast increase is needed to accommodate additional 12
SCE FTEs to manage the projected increase in application refreshes and to manage the projected volume 13
increase in the applications transferred from OUs to Operations. In addition, there is also a forecasted 14
increase in SCE labor as SCE employees involved with the CSRP project will resume charging to 15
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Operations in order to perform enhancements and daily operational work. There were other resources 1
that support other major programs in 2018 that will be returning to Operations, which contributes to the 2
increase in the test year. 3
When OU applications are transferred to Operations, the 4
Operational team ensure that the applications are available, stable, and reliable. The newly transferred 5
applications normally undergo a stabilization period of 6 months to 2 years depending on the size of the 6
application. 7
For further descriptions of functions, refer to the Labor 8
section Historical Variance Analysis for this sub-work activity. For detailed discussion, please see 9
SCE’s supporting work paper.43 10
(ii) Non-Labor 11
Our 2021 O&M Test Year Forecast for non-labor is $8.8 12
million, which includes C&PS, O&M refresh activities, Customer Service Application 13
Decommissioning as a result of the implementation of the CSRP program, and on-going maintenance 14
costs of OU capital software projects that transitioned from OUs to Operations. The $8.84 million Test 15
Year forecast consists of an estimated (1) $2.3 million in O&M refresh activities, (2) $0.544 million in 16
Customer Service Application decommissioning, (3) $3 million in on-going maintenance costs of 17
capitalized software projects, (4) $2.945 million in C&PS costs, (5) $55 thousand in Enterprise and 18
Transmission and Distribution Application Services, and (6) $45 thousand in Customer Service and 19
Power Supply Application Services. See Table IV-15 for a summary of the costs.46 20
43 See WPSCE-06V01P01 pp. 48 – 49. 44 At the time of filing SCE’s 2021 GRC Application in August 2019, SCE forecasted the Customer Service
Application decommissioning cost of $5.0 million in 2021. SCE’s amended testimony assumes $4.5 million of this $5.0 million is deferred to 2022-2023, for a total of $0.5 million in 2021, $7.8 million in 2022, and $1.8 million in 2023.
45 As a result of the revised CSRP implementation date, SCE’s amended testimony removes $2.8 million of third party costs to support the CSRP SAP platform in 2021 , offset by the addition of minor application refresh support of $215,000 to pay extended vendor support until SCE’s CSRP freeze is lifted and the applications are upgraded appropriately. SCE now expects the $2.8 million in annual third party costs to support the CSRP SAP platform to begin in 2022.
46 See WPSCE-06V01P01 pp. 50 – 52.
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Table IV-15 Application Refresh Activities
(Constant $000)
There is a significant forecast increase in 2022 to 19.1 1
million due to O&M refresh activities, Customer Service Application decommissioning costs, and third 2
party costs to support the SAP platform after the CSRP transition. To align with the revised plan to 3
implement CSRP in early 2021, SCE’s amended forecast assumes the majority of the Customer Service 4
Application decommissioning costs will be deferred from 2021 to 2022-2023. In addition, $2.8 million 5
of third-party costs to support the CSRP SAP platform were previously included annually beginning in 6
2021. SCE’s amended forecast removes the expense from 2021 to reflect the annual cost beginning in 7
2022. Non-labor costs are then expected to decrease to $13.0 million in 2023, largely due to completion 8
of Customer Service Application decommissioning. 9
For supporting details regarding O&M refresh activities47 10
and Customer Service Application Decommissioning,48 on-going maintenance for OU Cap Software 11
Projects,49 and C&PS increase justifications,50 see the associated work papers. 12
47 See WPSCE-06V01P01 pp. 53 – 57. 48 See WPSCE-06V01P01 pp. 58 – 59g. 49 See WPSCE-06V01P01 pp. 60 – 61 and WPSCE-06V01P01 pp. 62 – 64. 50 See WPSCE-06V01P01 pp. 65 – 67a.
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(iii) Capital Expenditures 1
The total forecast Application Refresh capital expenditures 2
for 2019 to 2023 are approximately $97 million. Application refresh items that are typically less than 3
$250 thousand are categorized as O&M refresh activities. Application refresh items that are $250 4
thousand or greater with the minimum expected useful life of five years are categorized as Capital 5
refresh activities.51 For each application to be refreshed, the cost is determined by complexity for each 6
stage of software refresh. Also included in the cost are the additional functionality being incorporated, 7
additional testing performed by the Testing Center of Excellence (TCoE), and additional overhead costs 8
like license costs and server procurement or upgrade. These refreshes are then categorized and 9
prioritized based on the application’s risk, urgency, and magnitude of impact. 10
Capital expenditures vary each year depending on the life 11
cycle of the application. In 2019, capital expenditures are expected to increase by $3 million. This 12
increase is primarily due to the refresh of applications to maintain vendor supportability. The 13
applications that need to be refreshed in 2019 include Power Plan and SAP Hana Database. 14
SCE forecasts that capital costs in 2020 will increase by 15
$6.3 million due to additional applications that need to be upgraded in order to maintain vendor 16
supportability. Examples of these applications driving the cost increases are CMS, SAP Governance 17
Risk and Compliance (SAP GRC), and SAP EHS (Environment, Health, and Safety) Environmental 18
Compliance. 19
The capital spend in 2021 is forecasted to slightly increase 20
by $484 thousand. Examples of applications that will need to be upgraded in 2021 include Click and 21
SAS Grid. 22
In 2022, there is a projected $5.1 million increase of capital 23
expenditures as more applications reach a period in their lifecycle wherein vendor support will be lost if 24
not upgraded to a supportable version. Examples of these applications include SAP Hana Analytics and 25
Syntellect CIM. 26
51 Refer to SCE 07 Vol. 2 for testimony regarding SCE’s accounting practices and classification of O&M versus
capital.
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In 2023, there is a projected increase of $6.8 million. 52 1
Examples of applications being upgraded to retain vendor supportability include Power Plan and 2
Electronic Document Management and Records Management (eDMRM). 3
C. Technology Infrastructure Maintenance & Replacement 4
Figure IV-12 provides 2014-2018 recorded and 2019-2021 forecast O&M expenses, broken 5
down by labor and non-labor, for the Technology Infrastructure Maintenance & Replacement work 6
activity and its sub-work activities. Table IV-16 provides this information prior to being normalized for 7
ratemaking purposes. 8
Figure IV-12 Technology Infrastructure Maintenance & Replacement
O&M Recorded / Forecast53 (Constant $000)
52 See WPSCE-06V01P01 pp. 68 – 74. 53 See WPSCE-06V01P01 pp. 75 – 81.
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Table IV-16 Technology Infrastructure Maintenance & Replacement
O&M Recorded / Forecast by Sub Work Activity (Constant $000)
Figure IV-13 and Table IV-17 provide 2014-2018 recorded and 2019-2023 forecast capital 1
expenditures for the Technology Infrastructure Maintenance & Replacement work activity and its sub-2
work activities. 3
Figure IV-13 Technology Infrastructure Maintenance & Replacement
Capital Recorded / Forecast (Nominal $000)
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Table IV-17 Technology Infrastructure Maintenance & Replacement
Capital Recorded / Forecast (Nominal $000)
1. Overview of Work Activity 1
The Technology Infrastructure Maintenance and Replacement work activity is critical to 2
the support of the business applications and services that allow SCE to safely deliver reliable, clean, and 3
affordable energy for customers. This activity consists of three sub-work activities: (1) Data Center 4
Infrastructure; (2) End User Computing Maintenance, Services & Replacement; and (3) Technology 5
Adoption. 6
Data Center Infrastructure covers the compute, storage, and network infrastructure 7
housed in three SCE enterprise data centers: Alhambra Data Center (ADC), Irvine Operations Center 8
(IOC), and Rancho Customer Contact Center (RCCC). This sub-work activity involves the procuring, 9
installing, and maintenance of all enterprise data center hardware infrastructure. This infrastructure is 10
inclusive of a mainframe platform (primary and disaster recovery), over 7,500 midrange servers (UNIX, 11
Linux, and Wintel), over 2,000 terabytes of data storage, 700 data network routing and switching 12
infrastructure inclusive of copper and fiber-optic cabling, and 400 appliances to support over 500 large 13
data repository solutions. 14
The End User Computing Maintenance, Services & Replacement sub-work activity 15
covers the performance management of SCE’s Service Desk and maintenance of devices. SCE’s Service 16
Desk handles approximately 17,000 calls per month. SCE has a system to funnel calls into different tiers 17
based on the type and complexity of the issue. The Service Desk also resolves about 204,000 service 18
tickets per year (about 60% are restoration services, while 40% are service requests). SCE employs 19
certain SLAs that govern response times for service requests and service restoration incidents. For 20
example, the Service Desk must respond to 98% of electronic requests within 20 minutes from the time 21
of submission. In addition, End User Computing Maintenance, Services and Replacement includes 22
management of approximately 7,500 smart phone plans, 1,500 tablet cellular data and Apple care, 4,500 23
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air cards, 1,256 printers, 225 plotters, 16,000 laptops and desktops, 108 teleconference rooms with AV 1
equipment across the company, and 19 Mauell Walls (monitors). 2
Lastly, the Technology Adoption sub-work activity consists of the retirement of 3
computer, storage, network, and operating software assets and the replacement of these assets with 4
hardware and operating software that may be more operationally efficient with improved price 5
performance to leverage new and emerging technologies such as the cloud. As SCE continues its 6
adoption of cloud technologies utilizing the Microsoft Azure Cloud computing platform and services, 7
the focus over the 2019-2023 time frame will be in the following areas: 8
Reliability and Business Resiliency 9
Backup and Recovery 10
Operational Reliability 11
Security 12
Identity Management 13
Overall, for Technology Infrastructure Maintenance and Replacement, SCE forecasts 14
2019-2023 capital expenditures of $340.84 million and test year 2021 O&M expenses of $21.78 million. 15
2. Comparison of Authorized 2018 to Recorded- O&M 16
SCE was authorized $14.0 million in O&M expenses for Technology Infrastructure 17
Maintenance & Replacement in the 2018 GRC. This work activity’s recorded 2018 O&M expenses were 18
approximately $26.7 million, which was $12.6 million above authorized.54 19
This spending above authorized was primarily due to two reasons: (1) an accounting 20
methodology change for IT products and services wherein O&M costs that previously were billed to 21
SCE OUs for these products and services are now recording directly to IT O&M, and (2) a change in 22
capitalization rules for hardware maintenance resulting in a transfer of $3.9 million from capital to 23
O&M cost accounting. 24
3. Comparison of Authorized 2018 to Recorded- Capital 25
SCE was authorized $52.4 million in capital expenditures for Technology Infrastructure 26
Maintenance & Replacement in the 2018 GRC. This work activity’s recorded 2018 capital expenditures 27
were approximately $52.2 million, which was only $0.2 million below authorized, which is within 28
normal operating expectations. 29
54 Refer to WP SCE-07 Vol. 1 Authorized to Recorded.
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4. Sub-Work Activities 1
a) Data Center Infrastructure 2
(1) Work Description 3
The Data Center Infrastructure sub-work activity is comprised of activities 4
related to refreshing and maintaining the compute, storage, and network infrastructure housed in the 5
three enterprise data centers: Alhambra Data Center (ADC), Irvine Operations Center (IOC), and 6
Rancho Customer Contact Center (RCCC).55 These activities, typically deemed as capital expenditures, 7
fall into the following categories: (1) Mainframe Replacement; (2) Server Replacement; (3) Storage 8
Replacement; (4) Data Center Network Replacement; (5) Appliance Replacement; and (6) Organic 9
Growth. 10
(a) Mainframe/Server/Storage Replacement 11
For our mainframe and server environment, SCE leverages a 12
virtualization architecture to deliver critical business functions for our customers. This environment 13
enables us to run multiple applications on a shared physical server environment. For data storage, SCE 14
utilizes a storage architecture providing discrete storage devices supporting enterprise systems. Routine 15
refresh of the mainframe, midrange server, and associated data storage infrastructure is encompassed in 16
this category. 17
(b) Data Center Network Replacement 18
As SCE continues to focus on building a more resilient network 19
infrastructure both for internal business operations as well as to serve our customers, we will have to 20
adopt technologies to meet this objective. The data center network must be maintained in alignment with 21
the wide area network (WAN) infrastructure discussed in Exhibit SCE-02, Volume 4 to support internal 22
SCE business operations and communications as well as the internet to support customer services and 23
communications with the appropriate external organizations. This category includes the replacement of 24
the network infrastructure components needed to accommodate client communications needs throughout 25
the enterprise. 26
(c) Appliance Replacement 27
SCE’s IT infrastructure leverages the “appliance model” for large 28
data processing systems such as data warehouse solutions, various database systems, and specialized 29
55 The two co-primary production data centers, ADC and IOC, provide disaster recovery (DR) for one another
while IOC provides DR for RCCC.
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solutions. An “appliance” combines individual hardware (e.g., servers, storage) and software assets into 1
a single device performing previously-discrete functions in an operationally simplified manner, resulting 2
in operational efficiencies and improved price/performance. The “Appliance Replacement” category 3
refers to the refresh activities of these appliances, including refresh of the hardware and associated 4
operating software bundled in the appliance platform maintained under the same 5-year lifecycle as with 5
other data center infrastructure components. This is a new hardware infrastructure category for the 2021 6
GRC. 7
In previous years, the appliance replacement budget was part of the 8
“Server Replacement” category. For 2020 and onward, the replacement of appliance-type solutions will 9
be a separate category. For some servers, both server and storage functional capabilities along with 10
supporting operational software will be combined in “appliances,” realizing operational efficiencies not 11
previously available through separate server and storage devices. Given the technological differences, 12
SCE deemed it best to track the costs of appliances separately. 13
(d) Organic Growth 14
The growth of SCE’s IT hardware infrastructure supporting 15
business applications is driven by the number of users, peak concurrent usage, functionality in the 16
application, and the data volume generated and stored according to SCE’s data retention policies. This 17
category addresses replacement of infrastructure supporting mission-critical, as well as other business, 18
applications. This integrated infrastructure landscape must meet the growth in usage of SCE business 19
applications required to run our day-to-day operations. Retaining data for legal and business 20
requirements is the most significant business driver of data growth. For example, for supply chain 21
management, all purchase orders must be maintained for 5 years after the purchase order expires. 22
Similarly, all SCE financial data stored in the Business Warehouse is retained for 7 years. 23
This need for the organic growth capacity is in addition to the base 24
level of capability provided by routine hardware replacement. Additional growth capacity needs may 25
include any of the following infrastructure components: 26
Servers 27
Storage hardware 28
Appliances 29
Data center network communications equipment and other 30
datacenter facility equipment 31
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Disaster recovery infrastructure 1
Operating software for the above components 2
Our methodology for determining the growth in capacity needed is 3
driven by the natural growth of processing, data storage, and associated internal SCE network 4
communications resulting from increased transactional activity and the associated data retention 5
requirements. Our transactional activity has driven our data storage usage growth for the 2016-2019 6
timeframe year over year by 8% and 12% for our Network Attached Storage and Storage Area Network 7
(SAN) infrastructure, respectively. Major contributors to this data storage growth have been our data 8
warehousing and reporting platforms like the SAP Business Warehouse and Hadoop. Averaging this 9
data usage growth over this timeframe yields an average growth trend of 10% per year.56 10
The infrastructure hardware mentioned above represent the types 11
of capital expenditures in this sub-work activity. The corresponding O&M expenses in this sub-activity 12
consist of SCE staff to manage performance of MSPs performing acquisition, configuration, and 13
installation of infrastructure hardware/software, as well as troubleshooting activities. It also consists of 14
expenses necessary to maintain the IT infrastructure hardware within SCE’s production data centers and 15
which are provided through support agreements with the respective hardware vendors. The capitalized 16
hardware replacements benefit from purchasing prepaid maintenance agreements, typically over five 17
years. After the five-year period ends, the O&M hardware support expenses are accumulated, tracked, 18
and reported through non-labor expenses in this account. 19
(2) Need for Activity 20
In order to mitigate risk to SCE business operations, it is important for 21
SCE to sustain our standard hardware refresh cycle. SCE uses a five-year life cycle57 as an effective and 22
operationally prudent standard to maintain IT systems reliability. This applies to all IT infrastructure 23
hardware. Refresh costs for IT infrastructure hardware are captured as capital expenditures. Historical 24
experience has shown that extending hardware beyond this five-year life cycle results in hardware more 25
56 See WPSCE-06V01P01 pp. 82 – 88. 57 Industry expert Gartner Group recommends service lifecycles should be five years.
See also https://www.revolutiongroup.com/blog/how-often-should-i-replace-my-servers/ (“[W]e recommend to always follow the manufacturer’s warranty and their recommended replacement timeline. Those timelines typically vary from 3-5 years and very rarely extend past 5 years. Why? Because it becomes extremely expensive to support a server after it has been running for 5 years. Statistics show it costs 200% more to support for a server that is 5 years old or older.”).
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prone to outages due to lack of spare parts, lack of support for operating software and firmware, and an 1
inability to consistently stay current not only on a specific hardware component but also on the 2
integration with other hardware equipment/components. This can and does have a negative effect on 3
business application functionality and reliability and, more importantly, on business services internally 4
within SCE and externally for our customers. To extend hardware beyond this five-year life cycle not 5
only increases the potential for interruptions to business operations but will also result in unnecessary IT 6
operational expenditures. The benefit to maintaining a five-year refresh life cycle is a not only 7
mitigation of the aforementioned issues but also increased performance, reliability, accessibility, and 8
serviceability. 9
(3) RAMP Integration 10
In order to reduce the risks identified in the Cybersecurity Testimony 11
included in SCE’s RAMP filing,58 the 2021 O&M forecast in this GRC activity has been adjusted after 12
the RAMP filing to include $1.0 million for additional operational activities such as deploying new, and 13
maintaining existing, IT architecture on which Cybersecurity applications reside; researching and testing 14
vendor technology to determine cybersecurity capabilities and compliance with SCE cybersecurity 15
standards; and integrating identity management into more internal applications to support the mitigation 16
activities under the Cybersecurity RAMP programs: Perimeter Defense, Interior Defense, and Data 17
Protection. Some of these activities were previously provided by OUs outside of Cybersecurity at SCE. 18
The $1.0 million amount requested was derived from an internal analysis 19
that calculated estimated risk reduction by increasing the capabilities of projects under the Cybersecurity 20
program areas by adding resources. Some of those projects required personnel outside of Cybersecurity 21
so resources from Service Management Office and Operations (SMOO) were included and allocated for 22
these projects. 23
(4) Scope & Forecast Analysis 24
Table IV-18 provides 2014-2018 recorded and 2019-2023 forecast O&M 25
expenses, broken down by labor and non-labor prior to being normalized for ratemaking purposes, for 26
the Data Center Infrastructure sub-work activity. 27
58 Cybersecurity Testimony is SCE 04- Volume 3. See Cyber Delivery sections for descriptions of the projects
mentioned in this section.
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Table IV-18 Data Center Infrastructure
O&M Labor/Non Labor Recorded / Forecast (Constant $000)
Table IV-19 below provides 2014-2018 recorded and 2019-2023 forecast 1
capital expenditures for the Data Center Infrastructure sub-work activity and further breaks these 2
expenditures down into the categories discussed in the Work Description section above. 3
Table IV-19 Data Center Infrastructure Capital Recorded / Forecast
(Nominal $000)
(a) Historical Variance Analysis 4
(i) Labor 5
From 2014-2015, there was a reduction in workforce that 6
resulted in a decline in labor costs from $19.1 million to $4.6 million as SCE made the transition to 7
MSPs. The SCE workforce for the Data Center Infrastructure sub-work activity then continued to 8
decline from 2015 through 2018 due to subsequent re-organizations of SCE IT. 9
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Mainframe Replacement 1,943,628 6,775,287 578,085
Server Replacement 18,680,699 9,141,670 8,826,355 8,771,722 12,338,495 17,217,758 9,200,000 5,021,695 3,862,711 3,221,412
Storage Replacemet 15,438,946 7,633,637 3,685,352 15,719,934 979,184 1,010,604 6,500,000 3,316,295 2,584,419 2,132,608
Data Center Network Replacement 4,851,257 1,630,018 7,707,452 9,634,957 7,223,944 7,235,990 8,000,000 7,087,500 8,662,500 7,000,000
Appliance Replacement 14,461,250 30,169,575 10,890,675 20,723,000
Organic Growth 681,623 2,417,177 1,646,801 15,417,471 9,370,370 7,955,679 10,996,067 6,372,000 7,668,000 11,047,173
Subtotals 39,652,525 20,822,502 23,809,588 49,544,084 36,687,280 33,998,116 49,157,317 51,967,065 33,668,305 44,124,193
Totals 170,515,979 212,914,996
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(ii) Non-Labor 1
Recorded costs during 2014-2018 experienced two peaks, 2
in 2014 and 2018. In the years 2015-2017, costs were relatively flat at around $5-6 million per year. 3
Recorded costs were higher in 2014 than 2015 because, prior to 2015, hardware and software 4
maintenance costs were tracked together. An accounting process change was implemented in 2015 to 5
separate software maintenance costs into the appropriate cost centers, which are then tracked in 6
Software Maintenance & Replacement (Perpetual License sub-work activity). In 2018, there was an 7
increase in O&M expenses due to a change in capitalization rules for hardware maintenance resulting in 8
a transfer of $3.9 million from capital to O&M cost accounting. 9
(iii) Capital Expenditures 10
From 2014 to 2018, the recorded capital expenditures for 11
the Data Center Infrastructure sub-work activity were $170.52 million. The main drivers for the year-12
over-year variances for Data Center Infrastructure expenditures during the 2014-2018 time frame were 13
the significant decrease in server and storage replacement expenditures from 2014 to 2015 and a 14
significant increase in storage replacement and organic growth expenditures in 2017 to refresh the ADC 15
infrastructure hardware initially acquired in 2012. See below for the historical variance analysis divided 16
into the categories described in the work activities section: 17
Mainframe Replacement: Recorded expenditures of 18
$8.7 million for the 2014-2018 timeframe reflect a 19
refresh of the disaster recovery mainframe in 2016 for 20
$1.9 million and the refresh of the primary production 21
mainframe in 2018 for $6.8 million. 22
Server Replacement: SCE recorded $57.8 million for 23
2014-2018 to acquire/replace midrange server 24
hardware. These recorded expenditures include costs 25
for acquiring, building, configuring, and testing 26
midrange servers to replace existing servers at the end 27
of their useful life. The higher expenditure in 2014 is 28
attributable to SCE IT’s transition to Flexpod 29
architecture for application level computing and in-30
memory database appliances for backend data 31
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repository. In total, $18 million was allocated for 1
procurement of new platforms for those transitions. The 2
expenditures on server refresh, utilizing our standard 3
five-year life cycle, continued for 2015-2018 as per 4
previous practice with an exception in 2018, when there 5
was an additional $4 million procurement of IBM 6
DataPower appliances for the purpose of accelerating 7
web services deployment. 8
Storage Replacement: SCE recorded $43.5 million 9
for 2014-2018 to acquire/replace storage systems. 10
These recorded expenditures include costs for 11
acquiring, building, configuring, and testing storage 12
arrays to replace existing equipment at the end of their 13
useful life. Above-normal expenditures in 2014 and into 14
2015 are attributable to the start of migration from 15
traditional Storage Area Network (SAN) storage to 16
Network Attached Storage (NAS). During this time 17
frame, SCE had to maintain both types of the storage 18
systems while refreshing legacy SAN storage. In 2017, 19
expenditures increased significantly due to the need to 20
refresh both the out-of-service IBM Shared Volume 21
Controller storage subsystems along with a refresh of 22
storage infrastructure first acquired in 2012 with the 23
initial build-out of the Alhambra Data Center. 24
Data Center Network Replacement: SCE recorded 25
$31.04 million for 2014-2018 within this category. Data 26
center network equipment refresh was minimal in the 27
2014-2015 time frame. Expenditures in 2015 were 28
lower than normal because this was the first year of our 29
transition to managed services and thus the focus was 30
on operations as opposed to equipment refresh. In 31
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contrast, during 2016-2018, we completed two major 1
network refresh cycles encompassing both of SCE’s 2
primary production data centers. Expenditures in 2017 3
were higher than normal due to an operational need to 4
accelerate the refresh of our data center network 5
equipment infrastructure in our Irvine Operations 6
Center. 7
Appliance Replacement: This is a new category 8
created for 2020-2023. Previous recorded spend was 9
captured under the “Server Replacement” category. 10
Organic Growth: SCE recorded $29.5 million for 11
2014-2018 to meet capacity growth demand. The 12
increase in 2017 was primarily due to capacity growth 13
required to meet project requirements: $2 million for 14
Exadata; $1 million for BMC licenses and $1 million 15
for Computer Associates licenses (both of which were 16
to support a fifth mainframe processor); and $4 million 17
for the sixth mainframe processor licenses. The 18
recorded expenditures for the remaining years in the 19
period 2015-2018 included costs for acquiring, 20
building, configuring, and testing midrange servers, 21
appliances, and datacenter network components. While 22
the capacity growth line items addressed the organic 23
growth needs of the business applications, this section 24
also includes a corresponding capacity expansion for 25
purposes of risk management in order to address the 26
needed disaster recovery infrastructure to ensure the 27
proper application failover as needed in the two co-28
primary production data centers—the Alhambra Data 29
Center (ADC) and Irvine Operations Center (IOC). 30
More specifically, when additional compute, storage, 31
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and/or network equipment was added to address 1
organic growth, a proportional or, in some cases, an 2
exact matching of infrastructure was provisioned and 3
added to the appropriate disaster recovery data center 4
location. 5
(b) Basis of Forecast 6
Table IV-20 provides 2014-2018 recorded and 2019-2023 forecast 7
O&M expenses, broken down by labor and non-labor for the Data Center Infrastructure sub work 8
activity. 9
Table IV-20 Data Center Infrastructure O&M
O&M Labor/Non Labor Recorded / Forecast (Constant $000)
Table IV-21 provides 2014-2018 recorded and 2019-2023 forecast 10
capital expenditures for the Data Center Infrastructure sub-work activity and further breaks these 11
expenditures down into the categories discussed in the Work Description section above. 12
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Table IV-21 Data Center Infrastructure Capital Recorded / Forecast
(Nominal $000)
(i) Labor 1
The 2021 test year labor forecast for this sub-work activity 2
is $5.0 million. As shown in Table IV-20, SCE’s 2016-2018 recorded expenses have trended downward. 3
Therefore, SCE utilizes the last recorded year estimating methodology to form the basis of our test year 4
forecast. This is also consistent with Commission guidance to use the last recorded year when historical 5
recorded costs exhibit a downward trend or are relatively stable for three or more years. From the 2018 6
recorded labor amount of $3.5 million, SCE forecasts an increase of $1.5 million, which results in a Test 7
Year 2021 forecast of $5.0 million. 8
This forecast increase over last year recorded is primarily 9
due to the increased staff needed to provide cybersecurity operational support. As outlined in the 10
Cybersecurity Testimony, there will be an increase in Data Center Infrastructure staff required to 11
provide operational support for programs such as Perimeter Defense, Interior Defense, and Data 12
Protection. This is reflected in the incremental labor increase forecast from 2018-2021, with staffing 13
requirements normalized in 2022-2023. The incremental budget request of $1.5 million over the 2019-14
2023 timeframe will be inclusive of $1.0 million for SCE staff to support Cybersecurity program 15
operational requirements. The remaining $0.4 million is due to CSRP resources returning to SMOO after 16
CSRP stabilization and additional service manager vacancy.59 17
59 See WPSCE-06V01P01 pp. 89 – 91.
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Mainframe Replacement 1,943,628 6,775,287 578,085
Server Replacement 18,680,699 9,141,670 8,826,355 8,771,722 12,338,495 17,217,758 9,200,000 5,021,695 3,862,711 3,221,412
Storage Replacemet 15,438,946 7,633,637 3,685,352 15,719,934 979,184 1,010,604 6,500,000 3,316,295 2,584,419 2,132,608
Data Center Network Replacement 4,851,257 1,630,018 7,707,452 9,634,957 7,223,944 7,235,990 8,000,000 7,087,500 8,662,500 7,000,000
Appliance Replacement 14,461,250 30,169,575 10,890,675 20,723,000
Organic Growth 681,623 2,417,177 1,646,801 15,417,471 9,370,370 7,955,679 10,996,067 6,372,000 7,668,000 11,047,173
Subtotals 39,652,525 20,822,502 23,809,588 49,544,084 36,687,280 33,998,116 49,157,317 51,967,065 33,668,305 44,124,193
Totals 170,515,979 212,914,996
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(ii) Non-Labor 1
The 2021 test year non-labor forecast for this sub-work 2
activity is $ 5.260 million. The actual spend for 2014-2018 was $49.4 million whereas the forecast spend 3
for 2019-2023 is $25.3 million. In 2014-2018, SCE implemented several capitalized hardware purchases 4
with prepaid maintenance agreements that will end during 2019-2023.61 Unless this hardware is 5
refreshed on the standard five-year refresh cycle, O&M costs are incurred. The forecast period reflects 6
relatively flat expenditures year-over-year to cover the maintenance costs for IT hardware infrastructure 7
which has been extended beyond its standard five-year refresh life cycle. The forecast reflected in this 8
GRC period is derived from an itemized list of hardware assets that go beyond the five-year refresh life 9
cycle.62 10
(iii) Capital Expenditures 11
The forecast capital expenditures for 2019-2023 are 12
$212.91 million. Forecast expenditures for 2019 are flat compared to 2018, with significant increases in 13
appliance and storage replacement expenditures forecast in 2020 and additional increases in appliance 14
replacement expenditures forecast in 2021 and 2023. See below for the basis of this forecast broken 15
down into the Data Center Infrastructure categories described in the work activities section: 16
Mainframe Replacement: The only forecast capital 17
expenditures in the 2019-2023 time frame are for a disk 18
library for the mainframe in 2019. With implementation 19
of the CSRP program, the mainframe environment will 20
be decommissioned beginning in 2021, with much of 21
the decommissioning work occurring in years 2022-22
2023. Description of the decommissioning activities are 23
summarized in the Application Refresh63 section of the 24
60 An additional $250,000 for one-year extension of application server maintenance is reflected in the forecast to
align with the CSRP implementation in early 2021. 61 Refer to SCE 07 Vol. 2 for accounting practices. 62 Note that pre-paid hardware maintenance for 2021 will be considered capital, similar to what is reflected in
the 2018 GRC testimony. 63 Refer to Section IV. B. 3. B section Application Refresh Non-Labor (O&M) for references and work papers
related to Customer Service Applications Decommissioning.
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testimony. For more detail on these calculations, refer 1
to the work papers for this section.64 2
Server Replacement: Our forecast expenditures of 3
$38.5 million for 2019-2023 include costs for 4
acquiring, building, configuring, and implementing 5
midrange servers to replace existing servers at the end 6
of their useful life. There is an increase in 2019 funding 7
for the investment in a software-based hardware 8
virtualization technology, Hyper Converged 9
Infrastructure (HCI), and for the replacement of the 10
current Flexpod technology (hardware-based 11
component integration). As mentioned previously, SCE 12
expects improved operational efficiencies with HCI 13
and, in order to better track implementation of this new 14
technology, has created the Appliance Replacement 15
sub-work activity to capture forecast expenditures 16
going forward from 2020. This transition aligns with 17
our cloud migration strategy, which will in turn 18
improve reliability and availability through innovation. 19
The expenditures in the forecast period will replace 20
midrange servers and associated converged 21
infrastructure appliances for mission-critical systems 22
such as SAP Enterprise Resource Planning, T&D 23
applications, and Outage Management System. SCE 24
developed this midrange server forecast through a 25
detailed analysis of existing midrange server assets, 26
their useful lives, and the expected midrange server 27
needs in this GRC period. Once SCE quantified the 28
need (number of units) for each type of midrange server 29
64 See WPSCE-06V01P01 pp. 92 – 97.
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equipment category, SCE applied a unit cost to derive 1
the total forecast for that equipment category. These 2
unit costs were based on actual vendor quotes or an 3
extrapolation of historical cost data for each equipment 4
category.65 5
Storage Replacement: Our forecast expenditures of 6
$15.5 million for 2019-2023 include costs for 7
acquiring, building, configuring, and testing storage 8
arrays to replace existing systems at the end of their 9
useful life. Expenditures in the forecast period will 10
replace storage devices and associated infrastructure 11
appliances for mission-critical systems such as Edison 12
SmartConnect®, Outage Management System, and 13
Customer Service System (CSS). SCE developed this 14
storage forecast through a detailed analysis of existing 15
storage assets, their useful lives, and the expected data 16
growth needs in this GRC period. Once SCE quantified 17
the need (number of units) for each type of storage 18
equipment category, SCE applied a unit cost to derive 19
the total forecast for that equipment category. These 20
unit costs were based on actual vendor quotes or an 21
extrapolation of historical cost data for each equipment 22
category.66 The forecast accounts for the future 23
migration from the traditional storage architecture to 24
the Hyper Converged Infrastructure (HCI), which will 25
drive down storage costs over time. 26
Data Center Network Replacement: The forecast 27
expenditures for 2019-2023, totaling $38.0 million, are 28
65 Id. 66 Id.
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evenly distributed to include costs to refresh roughly 1
20% of our overall data center network infrastructure 2
on a like-for-like basis. SCE developed this forecast 3
through a detailed analysis of the useful life for existing 4
data center network assets (i.e., routers, switches, 5
monitoring tools and load balancers). SCE applied unit 6
costs for each equipment type in order to derive the 7
total forecast expenditure during 2019-2023. These unit 8
costs were based on actual vendor quotes or an 9
extrapolation of historical cost data for each equipment 10
type.67 11
Appliance Replacement: Our forecast expenditures of 12
$76.2 million for 2020-2023 include costs for 13
acquiring, building, configuring, and implementing 14
appliances to replace existing midrange servers and 15
storage devices at the end of their useful life. As 16
mentioned in Server Replacement, due to the 17
operational efficiencies gained, Hyper Converged 18
Infrastructure (HCI) has begun in 2019 and will 19
continue implementation as a replacement for our 20
conventional server technology. Beginning in 2020, 21
costs for HCI will be captured in this new category. The 22
expenditures in the forecast period will replace existing 23
appliances for mission-critical systems such as SAP 24
Enterprise Resource Planning, Design Manager, and 25
Outage Management System. In addition, this reflects 26
an increase in appliances for refresh of Enterprise 27
Analytics, SAP HANA, CSRP, Enterprise Platform 28
Core Refresh (EPCR), and Network Appliance 29
67 See WPSCE-06V01P01 pp. 98 – 102.
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(NetApp). SCE developed this appliance replacement 1
forecast through a detailed analysis of existing assets, 2
their useful lives, and the expected needs in this GRC 3
period. Higher spend is expected for 2021 as the 4
majority of the SAP solutions are due for a refresh with 5
newer HANA backend hardware. Because SAP 6
solutions are integrated, the SAP landscape (multiple 7
applications) is required to be refreshed together at the 8
same time resulting in the increase in expenditures. In 9
2022 and 2023, there is an increased expenditure on 10
Exadata supporting our Meter Data Management 11
System (MDMS), Outage Management System (OMS), 12
and Comprehensive Geographic Information System 13
(cGIS). Once SCE quantified the need (number of 14
units) for each type of appliance category, SCE applied 15
a unit cost to derive the total forecast for that equipment 16
category. These unit costs were based on actual vendor 17
quotes or an extrapolation of historical cost data for 18
each equipment category.68 19
Organic Growth: Our forecast expenditures of $44.0 20
million for 2019-2023 include costs for acquiring, 21
building, configuring, and testing midrange servers, 22
appliances, and datacenter network components 23
required to meet the organic growth. Due to the nature 24
of these appliance models, such as HANA, Big Data 25
Appliance (BDA), and Exadata, capacities are now 26
procured in pre-configured increments and therefore 27
organic growth hardware outlays are increased. 28
Consequently, the increases for HANA and Oracle 29
68 See WPSCE-06V01P01 pp. 103 – 105.
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appliances (BDA and Exadata) in years 2020 and 2023 1
require larger capital investment than other years within 2
this period. The organic growth projection is based on 3
historical incremental growth as a percentage of the 4
total capacity of a particular component type. As 5
mentioned in the Historical Variance Analysis section, 6
the forecast capacity growth line items address the 7
organic growth needs of the business applications as 8
well as the corresponding capacity expansion for 9
purposes of risk management (i.e., in order to address 10
the needed disaster recovery infrastructure to ensure the 11
proper application failover as needed for the two co-12
primary production data centers, ADC and IOC). Here 13
again, when additional compute, storage and/or network 14
infrastructure are forecast to address organic growth, 15
there is a need to forecast a proportional or, in some 16
cases, exact matching of infrastructure to be 17
provisioned for disaster recovery in either ADC or IOC. 18
These projected costs were based on actual vendor 19
quotes or an extrapolation of historical cost data for 20
each equipment category. 21
b) End User Computing Maintenance, Services & Replacement 22
(1) Work Description 23
This sub-work activity includes three types of O&M costs. First, it 24
includes service operations labor which is responsible for monitoring and managing the MSPs’ 25
performance, specifically for the End User Computing & Service functions referenced in section IV.A 26
(Fixed Price Technology & Maintenance). IT End User Computing employees consistently engage 27
clients (SCE Employees) to address issue escalations and elicit requirements for ad-hoc requests and 28
project consultations. Second, this sub-work activity includes the management of the third-party vendor 29
contractual obligations and performance for cellular and wireless, product ordering, printing, audio and 30
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visual. Finally, it includes the management of cellular devices and monthly plans, printers, software 1
licensing renewals, computer accessories, and printers. 2
In addition to the O&M expenses, this sub-work activity encompasses 3
capital expenditures in the form of refreshing devices for both office and field workers. Office workers 4
are provided with PCs to carry out routine tasks, including email, timesheets, word processing, 5
budgeting activities, and using business-related applications. Employees whose jobs require them to 6
support multiple locations or work remotely after hours are provided a standard laptop; all other 7
employees receive a desktop PC and monitor. Field employees (Troublemen, Linemen, Apparatus 8
teams) are provided with ruggedized devices69 to respond to distribution and transmission line issues. 9
Advances in technology and improvements in business processes have enabled up-to-date electronically 10
stored information to replace potentially-outdated paper versions for work in the field. The ruggedized 11
laptop deployment was expanded to include Transmission Patrolmen, Substation Technicians, Field 12
Service Representatives, and Meter Technicians in 2017. 13
(2) Need for Activity 14
This activity is necessary for a variety of reasons. First, oversight of MSPs 15
and third-party vendors is necessary because it provides an understanding of the business impacts of the 16
issues being worked on by the MSPs and third-party vendors. Additionally, it confirms that the quality 17
of the work being performed meets the standards and requirements of end users. 18
Second, with advances in technology and with recent wildfire events, 19
office and field workers are requiring PCs that are more powerful and more reliable in order to support 20
complex applications for mapping, outage management, and engineering design and modeling. 21
Third, refresh of PCs is necessary as result of age and technology 22
obsolescence. Even though a PC’s durability and capabilities have increased year over year allowing us 23
to expand their useful life, expansive data and computing requirements of the business application 24
portfolio have required a refresh rate of every three years. Mobile and remote workforce requirements 25
have increased over the years, driving our current PC environment to 70% laptop and 30% desktop. 26
Fourth, business in the field requires up-to-date electronic versions of 27
circuit maps, safety manuals, and work management information to replace outdated paper versions. 28
Electronic files allow SCE to provide field employees with the most current versions of documentation, 29
69 See WPSCE-06V01P01 pp. 106 – 108.
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while also providing a more efficient means to house and retrieve the vast documentation that 1
employees may need to reference in the field (for up-to-date safety procedures, troubleshooting, etc.). 2
Through the advancement of technologies and introduction of electronic forms for submissions, new 3
work processes have been established that take advantage of these mobile capabilities. Ruggedized 4
laptops are securely mounted in field trucks and accompanying mobile specialty printers enable printing 5
of customer receipts and circuit maps. The challenging field environment includes travel over rough 6
terrain and in inclement weather. Ruggedized laptops are built to operate under these extreme 7
conditions. The devices have been tested to operate in adverse working conditions. Cellular modems 8
provide wireless connectivity for work dispatch, and global positioning system receivers enable street 9
mapping software so crews can locate work sites. Just as with the office environment PCs, one of the 10
most significant drivers for the refresh of ruggedized laptops is end-of-life, which is addressed on a four-11
year plan for model releases. How computing devices will be used guides how PCs and Laptops are 12
distributed. 13
The benefits of this sub-activity include replacing End Of Life (EOL) 14
devices with more modern hardware and software. If this sub-activity is not performed, there will be 15
more operational interruptions for office and field employees due to aging devices. Additionally, a 16
reasonable refresh program that replaces devices on a scheduled basis is an important part of providing 17
safe and reliable service, including emergency readiness.70 18
(3) Scope & Forecast Analysis 19
Table IV-22 provides 2014-2018 recorded and 2019-2023 forecast O&M 20
expenses, broken down by labor and non-labor for the End User Computing Maintenance, Services & 21
Replacement sub-work activity. 22
70 See WPSCE-06V01P01 pp. 109 – 110.
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Table IV-22 End User Computing
O&M Labor/Non Labor Recorded & Forecast (Constant $000)
Table IV-23 provides 2014-2018 recorded and 2019-2023 forecast capital 1
expenditures for the End User Computing Maintenance, Services & Replacement sub-work activity. 2
Table IV-23 End User Computing
Capital Recorded / Forecast (Nominal $000)
(a) Historical Variance Analysis 3
(i) Labor 4
Labor costs decreased from $9.4 million in 2014 to $2.6 5
million in 2015 due to the transition to MSPs, which outsourced most of the functions previously done 6
in house. In 2015-2018, the labor numbers then remained relatively constant, although we did see an 7
incremental increase of $400,000 beginning in 2017 due to re-organization of employees performing 8
field support services into the SMOO organization under this sub-work activity. The minimal increase 9
from 2017-2018 of $300,000 is due to costs for professional trainees and filling of two positions that 10
support end user computing critical operations and elicit requirements for various requests. 11
(ii) Non-Labor 12
From 2014 to 2015, non-labor costs for this sub-work 13
activity decreased significantly (from $6.8 million to $1.4 million) due to End User Computing repair 14
and maintenance work that was done by contractors being moved to the MSP contract. In addition, there 15
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was a reduction in IT wireless plans and device peripherals (e.g., keyboards, mice, headsets, etc.) in 1
alignment with the workforce reduction activities and policy changes. 2
From 2015 to 2016, non-labor expenses slightly increased 3
to $3.1 million due to higher audio-visual vendor costs as well as IT employee facility movement, which 4
incurs costs related to installation and configuration of desktops. 5
Expenses then significantly increased in 2017 to $13.7 6
million due to the centralization of costs for IT products and services (e.g., Cellphone, Pager, Air-Cards, 7
WebEx, etc.). In 2017, costs of IT’s products and services were centralized in IT, whereas in years 2014-8
2016, the costs of IT products and services were paid for by SCE’s OUs. 9
2018 non-labor expenses then dropped slightly to $11.2 10
million due to an effort to reduce IT products and services (e.g., Air-Cards and Desktop Phones, etc.). 11
(iii) Capital Expenditures 12
From 2014-2018, the refresh of devices increased capital 13
expenses. In 2014, SCE only refreshed a minimal amount of such devices due to the transition to the 14
Managed Services model. As the MSP transition stabilized, more devices were refreshed, with the 15
amount peaking in 2017. These increased refreshes were also driven by increasing business needs in the 16
field. Note that the price of these devices varies between $2,200 to $4,400, meaning that variances in the 17
number of devices that need refreshing has a significant impact on recorded costs. 18
In addition, in 2017, SMOO incurred costs for Motorola 19
radio refresh costs, which account for the significant increase in 2017. Prior to 2017, costs regarding the 20
upgrade of an entire radio system was captured as part of a radio upgrade project in the Grid Services 21
organization. 22
Also, in 2017, SMOO began separately incurring the costs 23
for Monitors, which had previously been recorded as part of the PC bundle in prior years. In 2017, we 24
also saw an increase in the recorded costs for monitors due to an increase in need for employees having 25
dual monitors. 26
(b) Basis of Forecast 27
(i) Labor 28
For Test Year 2021, we forecast labor expenses of $3.5 29
million for this account, which is relatively flat compared to the 2018 recorded costs of $3.4 million. 30
This forecast represents full time employees to manage MSP performance and completion of activities 31
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as per contract commitments. It also represents activities for issue resolutions with third party vendors 1
when necessary. These Test Year forecast expenses will allow for execution of the following functions: 2
Management of Service Desk 3
Management of end user computing resources (e.g., 4
desktop support) 5
Management of Field Services 6
Management of desktop engineering function 7
Management of wireless support 8
As shown in Table IV-22, SCE’s 2015-2018 recorded 9
expenses have been relatively stable, reflecting the stabilization of SCE’s MSP transition. Therefore, 10
SCE utilizes the last year recorded estimating methodology to form the basis of our test year forecast. 11
The last year recorded is an appropriate basis for our test year forecast because in 2021 SCE expects a 12
similar level of resources to execute similar activities. SCE then made an upwards adjustment of $0.2 13
million to this basis to account for additional phone operators, which provide efficient call routing and 14
directory services to SCE employees and customers, by: understanding the employee role and business 15
needs of customers, responding appropriately to emergency calls, and assisting the company in media 16
relations. The labor costs are expected to remain flat from 2021 to 2023 due to stabilization of the 17
working model with our managed services vendors as well as aggressively managing service costs. 18
(ii) Non-Labor 19
For Test Year 2021, we forecast non-labor expenses of $8.1 20
million for maintenance of approximately 7,500 smart phone plans, 1,500 tablet cellular data and Apple 21
care, 4,500 air cards, 1,256 printers, 225 plotters, 16,000 laptops and desktops, 108 teleconference 22
rooms with AV equipment all across the company, and 19 Mauell Walls (monitors). This forecast is a 23
decrease from 2018 recorded expenses of $11.2 million. SCE used the last year recorded methodology 24
as the basis for this forecast because the costs recorded from 2014-2016 are not comparable to the costs 25
expected in the test year due to the costs in those years being managed in a de-centralized manner. SCE 26
then made a downward adjustment of $3.1 million to this basis to account for: 27
Re-negotiating contracts with printer vendors 28
Reducing color printing by implementing printer 29
configurations that default to black and white 30
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Reducing numbers of wireless devices (e.g., smart 1
phones, air cards) 2
Non-labor costs are expected to remain flat from 2021 to 3
2023 due to the stabilization of the working model with our managed services vendors as well as SCE 4
aggressively managing service costs. 5
(iii) Capital Expenditures 6
For capital expenditures, we forecast a total of $97.2 7
million for 2019-2023. SCE developed its 2019-2023 forecast for this sub-work activity through a 8
detailed analysis of PCs, desktops, laptops, plotters, and monitors (including Mauell Walls), their useful 9
lives, and the expected refresh requirements in this GRC period. 10
Increasing needs in the business for rugged and high-11
performance devices, as well as enterprise programs and OU needs (such as Corporate Real Estate 12
projects, CSRP, and Windows 10 Refresh projects),71 have driven the purchase of thousands of new 13
devices, monitors, and audio-visual equipment. This, in turn, increases the refresh costs due to device 14
lifecycle and device costs. Although we strive to use the lowest cost options (e.g., provisioning 15
refurbished equipment), this sub-work activity will incur increased outer year charges from 2021-2023 16
in order to refresh the purchased equipment. 17
In addition to the OU needs mentioned above, Grid 18
Operations utilizes Video Wall displays to provide a high level of Situational Awareness of the SCE 19
Grid as well as the interconnections to other utilities. These video walls are in service at the two Grid 20
Control Centers (GCC), 13 Switching Centers, and four Distribution Operations Centers (DOC). With 21
most of these displays installed in 2014, the LCD screens are at the end of their useful life. In addition, 22
the software to control the video walls needs to be upgraded to be compatible with Windows 10. This 23
refresh includes other hardware replacement (in addition to the screens) and upgrades to support the 24
currently available functions. 25
SCE forecasts the cost for these devices and the cost of 26
refreshes based on the number of units in our current environment. SCE then applied a unit cost, which 27
71 See Testimony for CRE projects in SCE-06 Vol. 05, See Testimony for CSRP in SCE-03, Vol. 03, and See
Testimony for Windows 10 Refresh project in SCE-06, Vol 1, Part 2.
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is based on actual vendor quotes or an extrapolation of historical cost data for each equipment category 1
type, to the unit forecast by year, to arrive at the End User Computing forecast.72 2
c) Technology Adoption 3
(1) Work Activity Description 4
The Technology Adoption sub-work activity consists of the retirement of 5
computer, storage, network, and operating software assets no longer aligned with SCE’s strategic 6
roadmap. It also includes the replacement of these assets with hardware and operating software aligned 7
with SCE’s strategic direction to: (1) leverage cloud computing and cloud-hosted software-as-a-service 8
(SaaS) subscriptions; and (2) increase on-premise data center virtualized compute, network, and storage. 9
Activities within this sub-work activity include (1) improving cloud 10
foundational areas73 in order to increase reliability, cyber security, and identity and access management; 11
and (2) migrating and re-platforming the resident applications to technologies aligned with SCE’s cloud 12
strategy. 13
As previously discussed, as SCE continues its adoption of cloud 14
technologies, the focus over 2019-2023 will be on Reliability and Business Resiliency, Backup and 15
Recovery, Operational Reliability, Network Management, Security, and Identity Management. 16
In furtherance of these focus areas, SCE plans for the acquisition and 17
implementation of the following cloud capabilities, which will be capitalized over 2019-2023: 18
In order to enhance reliability and business resiliency, SCE will 19
implement tools such as Azure Disaster Recovery, which utilizes 20
geographic redundancy in order to allow workloads using compute, 21
storage, database, and managed Azure services to replicate between 22
on-premise data centers and the Azure cloud. This will significantly 23
mitigate risk because power outages, physical network outages, natural 24
disasters, and civil unrest would have to affect both the on-premise 25
72 See WPSCE-06V01P01 pp. 111 – 124. 73 Whereas cloud sub-work activity mentioned in SW Maintenance & Replacement is about maintenance of the
license agreements, cloud improvement activity in this section is about adopting new cloud technologies & Continued from previous page
services around reliability & business resiliency, backup & recovery, operational reliability, security, & Identity management.
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data center and the cloud to potentially cause an inability to use critical 1
business applications. 2
Migration of application workloads will be done utilizing Azure Site 3
Recovery (ASR), among others, which has a dual benefit as a tool to 4
be used for disaster recovery. This is a foundation capability as its use 5
avoids the risk and inefficiency associated with performing migrations 6
on a project-by-project basis. 7
Operational reliability will be enhanced utilizing network management 8
probes exemplified by Unified Infrastructure Management tool in 9
order to monitor the health and performance of the Azure Cloud 10
infrastructure and services. 11
Network traffic routing and maintenance will be simplified with the 12
Cross-Tenant Peer Connect tool and other supplemental tools while 13
also reducing operational costs. A system test environment will be set 14
up in order to help mitigate failures before production implementation 15
of business applications in the Cloud. Additionally, infrastructure 16
provisioning will be automated wherever possible in order to avoid the 17
mistakes which too often are associated with manual infrastructure 18
provisioning. 19
Cloud services security will be improved with the use of tools such as 20
Azure ExpressRoute by providing for the creation of private 21
connections between the Microsoft data centers housing Azure cloud 22
infrastructure and services and the SCE data centers. As a foundational 23
capability, these private connections will be utilized in lieu of the 24
public internet for facilitating workload migration to, and utilization 25
of, Azure cloud services. As part of SCE’s program for replacing its 26
legacy Identity & Access Management (IAM) infrastructure with a 27
modern Identity Governance & Administration (IGA) platform for 28
both the Corporate Enterprise and Grid environments, SCE has 29
developed a program, Identity Governance & Access Management 30
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(IGAM),74 to implement a series of projects that will be focused on 1
delivering new services and capabilities to SCE in support of 2
Cybersecurity. As part of these projects, there will be additional 3
enhancements and expansion of core capabilities delivered by projects 4
to increase the adoption of the services and capabilities. SCE will be 5
driving projects to perform additional application integration and 6
remediation through new IGAM platform for SCE business 7
applications and support infrastructure. Additionally, SCE has 8
increased cloud services which require additional security capabilities 9
to adequately secure the applications, services, and environments. 10
Finally, as part of the IGAM project, SCE will bring on advanced 11
analytics, reporting, and newly developed AI technology to increase 12
the adoption and end user satisfaction with the IGAM platform. 13
(2) Need for Activity 14
Adoption of the technologies previously described are advantageous for 15
several reasons. 16
First, the implementation and migration to cloud-based services 17
infrastructure mitigates the impact of hardware obsolescence since the hardware infrastructure will be 18
the responsibility of the cloud-services provider. This will minimize the risk and impact to SCE IT 19
operations. Typically, as hardware assets move into obsolescence, they generate more failures, create 20
more compatibility issues, introduce more security vulnerabilities, and ultimately result in more outages. 21
Shifting responsibility to the cloud services provider mitigates risk to SCE IT operations. In addition, 22
there will be reduced hardware maintenance and support costs. 23
Second, SCE has identified several cloud services for which we need to 24
develop a foundation, before moving more business applications onto the cloud. Development of, and 25
support for, these SCE business applications and services will take advantage of technology 26
enhancements available in the cloud at a much faster rate than can be deployed in a traditional software 27
lifecycle. As more SCE data moves from on-premise to the cloud, improving these foundational areas 28
74 Cybersecurity will be implementing IGAM new projects and capabilities (see SCE-04, Vol. 3 Cybersecurity
in Cybersecurity Delivery sections), whereas the adoption, expansion and operational support for IGAM will be addressed in the Technology Adoption sub-work activity within SMOO.
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also allows SCE to improve reliability and cybersecurity at a faster rate than could otherwise be 1
deployed in a traditional software lifecycle. 2
Lastly, Technology Adoption’s implementation of Identity & Access 3
Management cloud capabilities through the IGAM program and SMOO’s expansion/adoptions activities 4
will enable SCE end users to navigate through the various SCE cloud applications and services 5
seamlessly, while adding the needed level of security protection for SCE’s assets and information. As 6
part of Technology Adoption, there will also be an integration of Identity Artificial Intelligence (Identity 7
AI) to better enable SCE to manage risk and security and improve decision making relative to access 8
being granted to end users. In addition, Technology Adoption’s cloud services infrastructure 9
enhancement will address the aforementioned IGAM expansion and adoption to ensure a more secure 10
environment. 11
(3) Scope & Forecast Analysis 12
Table IV-24 provides 2014-2018 recorded and 2019-2023 forecast capital 13
expenditures for the Technology Adoption sub-work activity. 14
Table IV-24 Technology Adoption
Capital Recorded / Forecast (Nominal $000)
(a) Historical Variance Analysis 15
(i) Capital Expenditures 16
For 2018, there was a $900,000 expenditure for the 17
implementation of the first level of internet access for our hybrid cloud environment. 18
(b) Basis of Forecast 19
(i) Capital Expenditures 20
Our forecast capital expenditures are $30.7 million for 21
2019-2023. This forecast can be broken down into the following functional capabilities: 22
Cloud - $1.8 million 23
Reliability - $3.9 million 24
TOTAL CONSTANT AMOUNT
2018 2019 2020 2021 2022 2023Technology Adoption $914 $3,350 $5,455 $4,868 $5,248 $11,780Totals $914 $3,350 $5,455 $4,868 $5,248 $11,780
Recorded Forecast
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Business/disaster Recovery - $4.6 million 1
Storage and Backup - $10 million 2
Networking - $104,000 3
Security - $64,000 4
Identity Management - $10.3 million 5
The forecast spending for these functional capabilities is 6
detailed further in the following paragraphs. 7
Cloud. The cloud migration and re-platforming costs of 8
$1.8 million from 2019-2020 include all project management, data migration services, application 9
development services, testing services, software, and hardware. The cost estimates for the operating 10
software tools with the required functionality according to SCE’s cloud strategy were derived using 11
vendor detailed quotes. Included is the build-out of a test environment using a subset (e.g., On-Prem 12
SQL Server to Azure SQL using Azure Synchronization) of the development-operations toolset for 13
workload migration to the cloud. Also included will be automation of cloud infrastructure provisioning 14
prior to production implementation in order to mitigate issues encountered in the migration of business 15
applications and associated data to our Cloud Software-as-a-Service. 16
Reliability. SCE will spend $3.9 million spread relatively 17
evenly over 2019-2022 to implement tools like Azure Disaster Recovery for automation of the failover 18
from SCE on-premise to our cloud provider and significantly improve system reliability and 19
recoverability, which will translate to improved business continuity. This will also include the 20
migration/re-platforming of IBM/Oracle and SAP applications from legacy IBM and Netapp hardware 21
(compute and storage) to a hyper-converged and Veritas Infoscale infrastructure in conjunction with our 22
Cloud Software-as-a-Service (SaaS) provider for enhanced business continuity and system reliability. 23
Business/disaster Recovery; Storage and Backup. 24
Implementation of Azure Co-lo Backup and Hana Large Instances (HLI) will be necessary to support 25
large projects like CSRP and Enterprise Platform Core Refresh (EPCR) and will lead to a larger than 26
typical expenditure on storage and backup of $10 million in 2023 and expenditures of $4.6 million over 27
2020-2023 for build-out of disaster recovery capability. 28
Networking; Security. Operational reliability and 29
complexity will be improved with network monitoring tools like Azure Network Monitoring with 30
Computer Associates Spectrum complimented by Cross-tenant Peer Connect. Needed improvement for 31
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data security in the hybrid cloud environment will be provided with Azure Express Route which utilizes 1
private site-to-site communication routes instead of public internet links between SCE on-premise 2
systems and the Azure cloud services infrastructure. SCE will spend $168,000 over 2019-2020 for these 3
network management and security enhancements. 4
Identity Management. With respect to identity 5
management, SCE will spend $10.3 million75 over 2020-2023 to implement single-sign-on for cloud 6
applications and SailPoint IdentityIQ for an identity governance solution linking people, business 7
applications, data and devices, which will create an identity-enabled enterprise. Implementation of this 8
improved governance solution will mitigate support issues associated with the out-of-support IBM 9
Tivoli Access Management and Directory Server toolset. Utilizing industry guidelines, we broke down 10
SCE’s application portfolio into simple, medium and complex categories and developed an 11
implementation plan with forecast capital expenditures for the 2020-2023 timeframe.12
75 See WPSCE-06V01P01 pp. 125 – 127.
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2021 General Rate Case Index of Workpapers SCE-06, Vol. 01, Pt. 1A
1DOCUMENT PAGE(S)
9
2
g
a
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Technology Planning, Design & Support- Standard O&M
Workpapers
11
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
(U 338-E)
2021 General Rate Case A.19-08-_____
Workpapers
SCE-06 Enterprise Support Volume 1 Pt. 1 - Enterprise TechnologyTechnology Planning, Design and Support
August 2019
22
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Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Forecast
2021
Beginning of Workpapers for:
Labor
Total 9,868
0
821
9,048
11,484
0
Recorded/Adj.
2018
750
10,734
Other
Non-Labor
Description of Activity:
This activity is used to record costs associated with planning, design, and support for Enterprise
Technology. It includes identification and prioritization of necessary system investments to meet SCE's
regulatory compliance and operational needs. Costs recording to this activity are SCE labor, office
supplies, travel, professional services, and training.
Cost Type
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Planning, Design and Support
Witness: E. Roddick
2021 GRC Summary
(Constant 2018 $000)
Due to rounding, totals may not tie to individual items.
33
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Total
10,122
Total
Total
Recorded/Adj.
2014 2015 201820172016Cost Type
16,005 Labor
Non-Labor
Other
8,220
0
24,225
9,879
1,588
0
11,467
10,127
0
4,903
15,030
9,505
1,644
0
11,149
10,734
750
0
11,484
Forecast Methods - Summary of Results of Methods Studied
(Constant 2018 $000)
Results of Linear Trending
5 Years: 20214 Years: 20213 Years: 2021
r2*$r2*$r2*$
Results of Averaging
10,120 10,061 11,250
1,197 2,432 2,221 3,421
0 0 0 0
11,316 12,554 12,283 14,671
Other
Non-Labor
Labor
(5,874)
0
10,936 5,792
(377) (4,021)
N/AN/A
0 0
11,336
5,462 10,559 1,771
0.24 0.23 0.41
0.90 0.16 0.56
Cost Type
2017 - 2018
Last Recorded Year
202120202019
11,484
0
750
10,734 10,734
750
0
11,484
10,734
750
0
11,484 Total
Other
Non-Labor
Labor
Cost Type
sd**
2 Years: 3 Years:
sd**2016 - 2018 sd**2015 - 2018
4 Years:
sd**2014 - 2018
5 Years:
615
447
0
502
1,785
0
447
1,588
0
2,411
2,788
0 Other
Non-Labor
Labor
Cost Type
N/A
N/A N/A N/A N/A
* r2 = R Squared (Based on recorded years data)
** sd = standard deviation (Based on recorded years data)
Itemized Forecast
202120202019
Total
Other
Non-Labor
Labor
Cost Type
0
0
0
0 0
0
0
0 0
0
0
0
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Planning, Design and Support
Witness: E. Roddick
44
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Cost Type
Recorded/Adj.
2014 2015 Test Year20202019201820172016
16,005 Labor
Non-Labor
Other
Total
8,220
0
24,225
9,879
1,588
0
11,467
10,127
0
4,903
15,030
9,505
1,644
0
11,149
10,734
750
0
11,484
1,371
8,559
0
9,930
9,008
876
0
9,883
9,048
821
0
9,868
Forecast
2021 GRC Selected Forecast Method
(Constant 2018 $000)
($000)
9,868
0
821
9,048 (1,686)
71
0
(1,616)
Method
Selected Forecast TY Forecast
Incr/(Decr) from
2018
2YR AVG
LYR
-
Analysis of Forecasting Methods
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Planning, Design and Support
Witness: E. Roddick
1
Due to rounding, totals may not tie to individual items.
Analysis of Linear trending Method – In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded
expenses have shown a trend in a certain direction for three or more years, the last recorded year is an appropriate base
estimate.
Analysis of Averaging Method - In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded expenses
have significant fluctuations from year to year, or expenses are influenced by external forces beyond the utility’s control, an
average of recorded-expenses is appropriate.
Other Forecast Methods not Selected
55
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Total
Prior Year TotalTotal Change
Change
9,883 9,930 11,484 11,149 15,030 11,467 24,225
(12,758) 3,563 (3,881) 335 (1,554) (47) (15)
16,005 Labor
Non-Labor
Other
Total
8,220
0
24,225
Recorded /
Forecast
9,879
1,588
0
11,467
10,127
0
4,903
15,030
9,505
1,644
0
11,149
10,734
750
0
11,484
1,371
8,559
0
9,930
9,008
876
0
9,883
9,048
821
0
9,868
Labor Prior Year Total
Change
16,005
9,879
9,879
10,127
10,127
9,505
9,505
10,734
10,734
8,559
8,559
9,008
9,008
9,048
(6,126) 248 (622) 1,229 (2,175) 449 40
Recorded/Adj.
2014 2015 202120202019201820172016
Non-Labor Prior Year Total
Change
Total
Other Prior Year Total
Change
Total
8,220
(6,632)
1,588
1,588
4,903
3,315
1,644
(3,259)
1,644
750
(894)
750
1,371
621
1,371
876
(495)
876
821
(55)
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
4,903
$0
$4,000
$8,000
$12,000
$16,000
$20,000
$24,000
$28,000
2014 2015 2016 2017 2018 2019 2020 2021
NL L
Recorded/Adj. 2014-2018 / Forecast 2019-2021
Total 9,868 9,883 9,930 11,484 11,149 15,030 11,467
Cost Type
2021 GRC Year Over Year Variance
(Constant 2018 $000)
Forecast
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Planning, Design and Support
Witness: E. Roddick
Due to rounding, totals may not tie to individual items.
66
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Summary of Changes:
Recorded (2014-2018)
Recorded/Adj.
2014 2015 202120202019201820172016Cost Type
16,005 Labor
Non-Labor
Other
Total
8,220
0
24,225
Recorded /
Forecast
9,879
1,588
0
11,467
10,127
0
4,903
15,030
9,505
1,644
0
11,149
10,734
750
0
11,484
1,371
8,559
0
9,930
9,008
876
0
9,883
9,048
821
0
9,868
See Testimony
Forecast (2019-2021)
See Testimony
See Testimony
2021 GRC Forecast Commentary
(Constant 2018 $000)
Forecast
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Planning, Design and Support
Witness: E. Roddick
Due to rounding, totals may not tie to individual items.
77
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Technology Delivery- Standard O&M Workpapers
88
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
(U 338-E)
2021 General Rate Case A.19-08-_____
Workpapers
February 2020
SCE-06 Enterprise Support Volume 1 Pt. 1 - Enterprise TechnologyTechnology Delivery
9
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Forecast
2021
Beginning of Workpapers for:
Labor
Total 11,188
0
6,859
4,330
10,941
0
Recorded/Adj.
2018
7,766
3,175
Other
Non-Labor
Description of Activity:
This activity includes SCE labor and non-labor to plan and implement capital software projects. It also
includes costs for project management, post go-live stabilization, and change management expenses.
Lastly, the activity includes O&M software project costs that are expensed (typically less than
$250,000).
Cost Type
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Delivery
Witness: J. Ishiguro
2021 GRC Summary
(Constant 2018 $000)
Due to rounding, totals may not tie to individual items.
10
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Total
9,270
Total
Total
Recorded/Adj.
2014 2015 201820172016Cost Type
33,052 Labor
Non-Labor
Other
14,414
0
47,465
15,498
15,042
0
30,540
15,126
0
11,023
26,149
9,509
10,046
0
19,555
3,175
7,766
0
10,941
Forecast Methods - Summary of Results of Methods Studied
(Constant 2018 $000)
Results of Linear Trending
5 Years: 20214 Years: 20213 Years: 2021
r2*$r2*$r2*$
Results of Averaging
6,342 10,827 15,272
8,906 9,612 10,969 11,658
0 0 0 0
15,248 18,881 21,796 26,930
Other
Non-Labor
Labor
3,098
0
(8,337) (17,600)
707 2,512
N/AN/A
0 0
(14,632)
(11,534) (7,630) (15,087)
0.99 0.90 0.87
0.94 0.93 0.89
. .
Cost Type
2017 - 2018
Last Recorded Year
202120202019
10,941
0
7,766
3,175 3,175
7,766
0
10,941
3,175
7,766
0
10,941 Total
Other
Non-Labor
Labor
Cost Type
sd**
2 Years: 3 Years:
sd**2016 - 2018 sd**2015 - 2018
4 Years:
sd**2014 - 2018
5 Years:
3,167
1,140
0
4,882
1,365
0
5,015
2,631
0
9,957
2,727
0
.
Other
Non-Labor
Labor
Cost Type
N/A
N/A N/A N/A N/A
* r2 = R Squared (Based on recorded years data)
** sd = standard deviation (Based on recorded years data)
Itemized Forecast
202120202019
Total
Other
Non-Labor
Labor
Cost Type
6,859
0
6,859
0 0
7,208
0
7,208 5,639
0
5,639
0
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Delivery
Witness: J. Ishiguro
11
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Cost Type
Recorded/Adj.
2014 2015 Test Year20202019201820172016
33,052 Labor
Non-Labor
Other
Total
14,414
0
47,465
15,498
15,042
0
30,540
15,126
0
11,023
26,149
9,509
10,046
0
19,555
3,175
7,766
0
10,941
5,639
4,661
0
10,300
4,992
7,208
0
12,199
4,330
6,859
0
11,188
Labor Forecast Reason: In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded expenses have
been relatively stable for three or more years, the last recorded year is an appropriate base estimate.
Non-Labor Forecast Reason: Please see the explanation for choosing an Itemized Forecast in testimony
Forecast
2021 GRC Selected Forecast Method
(Constant 2018 $000)
($000)
11,188
0
6,859
4,330 1,155
(907)
0
247
Method
Selected Forecast TY Forecast
Incr/(Decr) from
2018 Recorded/Adj
LYR
Itemized
-
Analysis of Forecasting Methods
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Delivery
Witness: J. Ishiguro
Due to rounding, totals may not tie to individual items.
Analysis of Linear trending Method – In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded
expenses have shown a trend in a certain direction for three or more years, the last recorded year is an appropriate base
estimate.
Analysis of Averaging Method - In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded expenses
have significant fluctuations from year to year, or expenses are influenced by external forces beyond the utility’s control, an
average of recorded-expenses is appropriate.
Other Forecast Methods not Selected
12
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Total
Prior Year TotalTotal Change
Change
12,199 10,300 10,941 19,555 26,149 30,540 47,465
(16,925) (4,391) (6,594) (8,614) (641) 1,899 (1,011)
33,052 Labor
Non-Labor
Other
Total
14,414
0
47,465
Recorded /
Forecast
15,498
15,042
0
30,540
15,126
0
11,023
26,149
9,509
10,046
0
19,555
3,175
7,766
0
10,941
5,639
4,661
0
10,300
4,992
7,208
0
12,199
4,330
6,859
0
11,188
Labor Prior Year Total
Change
33,052
15,498
15,498
15,126
15,126
9,509
9,509
3,175
3,175
4,661
4,661
4,992
4,992
4,330
(17,554) (372) (5,617) (6,334) 1,486 331 (662)
Recorded/Adj.
2014 2015 202120202019201820172016
Non-Labor Prior Year Total
Change
Total
Other Prior Year Total
Change
Total
14,414
628
15,042
15,042
11,023
(4,019)
10,046
(977)
10,046
7,766
(2,280)
7,766
5,639
(2,127)
5,639
7,208
1,569
7,208
6,859
(349)
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
11,023
$0
$10,000
$20,000
$30,000
$40,000
$50,000
2014 2015 2016 2017 2018 2019 2020 2021
O NL L
Recorded/Adj. 2014-2018 / Forecast 2019-2021
Total 11,188 12,199 10,300 10,941 19,555 26,149 30,540
Cost Type
2021 GRC Year Over Year Variance
(Constant 2018 $000)
Forecast
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Delivery
Witness: J. Ishiguro
Due to rounding, totals may not tie to individual items.
13
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Summary of Changes:
Recorded (2014-2018)
Recorded/Adj.
2014 2015 202120202019201820172016Cost Type
33,052 Labor
Non-Labor
Other
Total
14,414
0
47,465
Recorded /
Forecast
15,498
15,042
0
30,540
15,126
0
11,023
26,149
9,509
10,046
0
19,555
3,175
7,766
0
10,941
5,639
4,661
0
10,300
4,992
7,208
0
12,199
4,330
6,859
0
11,188
See Testimony
Forecast (2019-2021)
See Testimony
See Testimony
2021 GRC Forecast Commentary
(Constant 2018 $000)
Forecast
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Delivery
Witness: J. Ishiguro
Due to rounding, totals may not tie to individual items.
14
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
15
Base Non-Labor Forecast
15
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
To
tal
Bas
e N
on
-Lab
or
Bre
ako
ut
20
16
20
17
20
18
20
19
20
20
20
21
Cap
ital
Rel
ated
Ex
pen
ses
4,8
00
,05
9
3
,70
2,5
69
2,7
19
,83
0
3
,62
9,6
86
5,0
54
,41
1
4
,46
1,9
97
Tec
hn
olo
gy S
olu
tio
ns
95
,45
8,7
43
1
12
,10
2,1
50
12
0,8
49
,15
4
9
6,4
13
,19
7
91
,82
7,4
98
9
8,0
00
,00
0
% o
f T
ech
no
logy S
olu
tio
ns
5%
3%
2%
4%
6%
5%
3 y
ear
aver
age
4%
20
16
20
17
20
18
20
19
20
20
20
21
Cap
ital
Rel
ated
Ex
pen
ses
Lab
or
47
8,5
77
2
87
,07
4
15
4,6
29
9
08
,43
1
1,2
70
,47
1
1
,12
4,8
60
Cap
ital
Rel
ated
Ex
pen
ses
No
n-L
abo
r4
,32
1,4
81
3,4
15
,49
5
2
,56
5,2
00
2,7
21
,25
6
3
,78
3,9
40
3,3
37
,13
7
To
tal
Cap
ital
Rel
ated
Ex
pen
ses
4,8
00
,05
9
3
,70
2,5
69
2,7
19
,83
0
3
,62
9,6
86
5,0
54
,41
1
4
,46
1,9
97
Tec
hn
olo
gy D
eliv
ery E
mp
loyee
Rel
ated
Ex
pen
se8
1,0
00
82
,50
0
8
2,5
00
To
tal
Bas
e N
on
-Lab
or
2,8
02
,25
6
3
,86
6,4
40
3,4
19
,63
7
Fore
cast
16
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
17
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
18
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
19
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
O&M Project Details
20
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Technology Delivery Non‐Labor O and M Projects
2021 2022 2023Supply Management Contract Authoring 340,000 340,000 340,000 Travel And Expense Management 432,000 432,000 432,000 Exact Target Replacement (Internal Communications Solution) 940,000 ‐ ‐ Medallia Close the Loop 100,000 Reg Affairs ‐ TM2 Replacement 560,000 R24 CAISO Resource Registration Process Enhancement ‐ 490,000 Complaint Tracker 500,000 ‐ Portal Redesign for All OU's ‐ ‐ 755,000 Total 2,312,000 1,332,000 2,017,000
21
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
System Generated WPs – Fixed Price
22
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
(U 338-E)
2021 General Rate Case A.19-08-_____
Workpapers
February 2020
SCE-06 Enterprise Support Volume 1 Pt. 1 - Enterprise TechnologyFixed Price Technology and Maintenance
23
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Forecast
2021
Beginning of Workpapers for:
Labor
Total 76,632
0
73,600
3,032
69,477
0
Recorded/Adj.
2018
66,649
2,827
Other
Non-Labor
Description of Activity:
The Fixed Price Technology and Maintenance work activity includes non-labor for IT Services provided
primarily by SCE's Managed Services Providers (MSPs). This activity also includes SCE labor and
employee related expenses to oversee and govern performance of IT processes, MSPs' contractual
performance, and sourcing.
Cost Type
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Fixed Price Technology and Maintenance
Witness: L. Garris
2021 GRC Summary
(Constant 2018 $000)
Due to rounding, totals may not tie to individual items.
24
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Total
2,834
Total
Total
Recorded/Adj.
2014 2015 201820172016Cost Type
617 Labor
Non-Labor
Other
19,487
0
20,103
11,036
66,193
0
77,229
2,773
0
69,273
72,046
2,900
72,100
0
75,001
2,827
66,649
0
69,477
Forecast Methods - Summary of Results of Methods Studied
(Constant 2018 $000)
Results of Linear Trending
5 Years: 20214 Years: 20213 Years: 2021
r2*$r2*$r2*$
Results of Averaging
2,864 4,884 4,031
69,375 69,341 68,554 58,741
0 0 0 0
72,239 72,175 73,438 62,771
Other
Non-Labor
Labor
64,093
0
(6,141) 2,173
70,442 108,856
N/AN/A
0 0
2,941
67,034 64,301 111,029
0.17 0.59 0.02
0.23 0.03 0.51
Cost Type
2017 - 2018
Last Recorded Year
202120202019
69,477
0
66,649
2,827 2,827
66,649
0
69,477
2,827
66,649
0
69,477 Total
Other
Non-Labor
Labor
Cost Type
sd**
2 Years: 3 Years:
sd**2016 - 2018 sd**2015 - 2018
4 Years:
sd**2014 - 2018
5 Years:
36
2,726
0
52
2,226
0
3,552
2,361
0
3,607
19,740
0 Other
Non-Labor
Labor
Cost Type
N/A
N/A N/A N/A N/A
* r2 = R Squared (Based on recorded years data)
** sd = standard deviation (Based on recorded years data)
Itemized Forecast
202120202019
Total
Other
Non-Labor
Labor
Cost Type
73,600
0
73,600
0 0
73,483
0
73,483 72,583
0
72,583
0
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Fixed Price Technology and Maintenance
Witness: L. Garris
25
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Cost Type
Recorded/Adj.
2014 2015 Test Year20202019201820172016
617 Labor
Non-Labor
Other
Total
19,487
0
20,103
11,036
66,193
0
77,229
2,773
0
69,273
72,046
2,900
72,100
0
75,001
2,827
66,649
0
69,477
72,583
3,032
0
75,614
3,032
73,483
0
76,515
3,032
73,600
0
76,632
Labor Forecast Reason: In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded expenses have
been relatively stable for three or more years, the last recorded year is an appropriate base estimate.
Non-Labor Forecast Reason: Please see the explanation for choosing an Itemized Forecast in testimony
Forecast
2021 GRC Selected Forecast Method
(Constant 2018 $000)
($000)
76,632
0
73,600
3,032 205
6,951
0
7,155
Method
Selected Forecast TY Forecast
Incr/(Decr) from
2018 Recorded/Adj
LYR
Itemized
-
Analysis of Forecasting Methods
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Fixed Price Technology and Maintenance
Witness: L. Garris
Due to rounding, totals may not tie to individual items.
Analysis of Linear trending Method – In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded
expenses have shown a trend in a certain direction for three or more years, the last recorded year is an appropriate base
estimate.
Analysis of Averaging Method - In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded expenses
have significant fluctuations from year to year, or expenses are influenced by external forces beyond the utility’s control, an
average of recorded-expenses is appropriate.
Analysis of Last Recorded Year - In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded expenses
have been relatively stable for three or more years, the last recorded year is an appropriate base estimate.
Other Forecast Methods not Selected
26
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Total
Prior Year TotalTotal Change
Change
76,515 75,614 69,477 75,001 72,046 77,229 20,103
57,126 (5,183) 2,955 (5,524) 6,137 901 117
617 Labor
Non-Labor
Other
Total
19,487
0
20,103
Recorded /
Forecast
11,036
66,193
0
77,229
2,773
0
69,273
72,046
2,900
72,100
0
75,001
2,827
66,649
0
69,477
72,583
3,032
0
75,614
3,032
73,483
0
76,515
3,032
73,600
0
76,632
Labor Prior Year Total
Change
617
11,036
11,036
2,773
2,773
2,900
2,900
2,827
2,827
3,032
3,032
3,032
3,032
3,032
10,419 (8,263) 127 (73) 205 0 0
Recorded/Adj.
2014 2015 202120202019201820172016
Non-Labor Prior Year Total
Change
Total
Other Prior Year Total
Change
Total
19,487
46,706
66,193
66,193
69,273
3,080
72,100
2,827
72,100
66,649
(5,451)
66,649
72,583
5,934
72,583
73,483
900
73,483
73,600
117
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
69,273
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
2014 2015 2016 2017 2018 2019 2020 2021
NL L
Recorded/Adj. 2014-2018 / Forecast 2019-2021
Total 76,632 76,515 75,614 69,477 75,001 72,046 77,229
Cost Type
2021 GRC Year Over Year Variance
(Constant 2018 $000)
Forecast
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Fixed Price Technology and Maintenance
Witness: L. Garris
Due to rounding, totals may not tie to individual items.
27
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Summary of Changes:
Recorded (2014-2018)
Recorded/Adj.
2014 2015 202120202019201820172016Cost Type
617 Labor
Non-Labor
Other
Total
19,487
0
20,103
Recorded /
Forecast
11,036
66,193
0
77,229
2,773
0
69,273
72,046
2,900
72,100
0
75,001
2,827
66,649
0
69,477
72,583
3,032
0
75,614
3,032
73,483
0
76,515
3,032
73,600
0
76,632
See Testimony
Forecast (2019-2021)
See Testimony
See Testimony
2021 GRC Forecast Commentary
(Constant 2018 $000)
Forecast
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Fixed Price Technology and Maintenance
Witness: L. Garris
Due to rounding, totals may not tie to individual items.
28
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
MSP Cost Breakdown
29
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
20
18
20
19
20
20
20
21
$3
5,6
21
,00
4$
39
,83
0,1
20
$4
0,7
30
,12
0$
40
,30
1,8
68
$4
.7M
incr
ease
fro
m 2
01
8 t
o 2
02
1 t
o s
up
po
rt b
reak
fix/
mai
nte
nan
ce/d
evel
op
men
t fo
r m
ajo
r p
rogr
ams
and
pro
ject
s
$3
,43
2,1
02
$3
,53
2,2
52
$3
,53
2,2
52
$3
,84
0,0
00
$4
00
K in
crea
se f
rom
20
18
to
20
21
to
su
pp
ort
ad
dit
ion
al r
egre
ssio
n t
esti
ng
for
maj
or
pro
gram
s an
d p
roje
cts
$1
0,4
21
,71
0$
11
,40
1,5
36
$1
1,4
01
,53
6$
11
,50
1,5
36
$1
.1M
incr
ease
fro
m 2
01
8 t
o 2
02
1 t
o s
up
po
rt a
dd
itio
nal
infr
astr
uct
ure
for
maj
or
pro
gram
s an
d p
roje
cts
$1
,68
1,7
11
$1
,78
2,1
59
$1
,78
2,1
59
$1
,78
7,7
60
$1
00
K in
crea
se f
rom
20
18
to
20
21
du
e to
maj
or
pro
gram
s an
d p
roje
cts
$3
,10
9,4
72
$3
,23
9,3
90
$3
,23
9,3
90
$3
,24
0,2
16
$1
00
K in
crea
se f
rom
20
18
to
20
21
du
e to
incr
ease
d c
all v
olu
mes
dri
ven
by
maj
or
pro
gram
s an
d p
roje
cts
$9
,10
3,7
14
$9
,40
0,4
10
$9
,40
0,4
10
$9
,53
2,4
04
$4
00
K in
crea
se f
rom
20
18
to
20
21
en
d u
ser
com
pu
tin
g co
sts
du
e to
maj
or
pro
gram
s an
d p
roje
cts
$3
,27
8,8
02
$3
,39
6,9
01
$3
,39
6,9
01
$3
,39
6,6
72
$1
00
K in
crea
se f
rom
20
18
to
20
21
du
e to
incr
ease
d s
ervi
ce g
ove
rnan
ance
pro
cess
es f
or
Maj
or
Pro
gram
s
$6
6,6
48
,51
5$
72
,58
2,7
68
$7
3,4
82
,76
8$
73
,60
0,4
56
MSP
Co
sts
Tota
ls
MSP
Co
st B
reak
do
wn
- H
igh
ligh
tin
g D
elta
s B
etw
een
20
18
an
d 2
02
1
Ap
plic
atio
n D
ev/M
ain
t
Test
ing
Serv
ices
Dat
a C
ente
r
Net
wo
rk M
anag
emen
t
Hel
p D
esk
End
Use
r C
om
pu
tin
g
IT S
ervi
ce M
anag
emen
t
Prio
r for
ecas
t for
App
licat
ion
Dev/
Mai
nten
ance
in 2
021
was
$40
,201
,868
and
Dat
a Ce
nter
in 2
021
was
$11
,401
,536
. T
he fo
reca
st w
as u
pdat
ed In
al
ignm
ent w
ith th
e ne
w C
SRP
impl
emen
tatio
n da
te, a
nd re
flect
s an
incr
ease
in fe
es to
acc
omm
odat
e in
crem
enta
l ser
vice
s to
supp
ort t
he le
gacy
CSS
syst
em.
30
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
31
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
32
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
System Generated WPs - Software Maintenance and
Replacement
33
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
(U 338-E)
2021 General Rate Case A.19-08-_____
Workpapers
February 2020
SCE-06 Enterprise Support Volume 1 Pt. 1 - Enterprise TechnologySoftware Maintenance and Replacement
34
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Forecast
2021
Beginning of Workpapers for:
Labor
Total 97,245
0
88,555
8,689
73,213
0
Recorded/Adj.
2018
65,961
7,252
Other
Non-Labor
Description of Activity:
The Software Maintenance and Replacement O&M work activity includes SCE labor and non-labor
costs required to maintain SCE’s operating software assets through on-premise license, cloud,
subscription, and maintenance agreements. Operating Software includes operating systems, business
intelligence systems, database management systems, cross-system integration tools, IT monitoring
tools and end-user productivity and collaboration software which enable business applications to take
advantage of the underlying hardware features and functions.
In addition, this work activity includes SCE labor and non-labor for application refresh activities, which
consist of the management, upgrade, maintenance, optimization, monitoring, and testing of IT
applications and interfaces through their lifecycle.
Cost Type
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Software Maintenance and Replacement
Witness: L.Garris/R. Nanda
2021 GRC Summary
(Constant 2018 $000)
Due to rounding, totals may not tie to individual items.
35
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Total
6,880
Total
Total
Recorded/Adj.
2014 2015 201820172016Cost Type
11,475 Labor
Non-Labor
Other
44,827
0
56,302
5,946
59,333
0
65,279
6,499
0
64,116
70,616
6,889
77,298
0
84,187
7,252
65,961
0
73,213
Forecast Methods - Summary of Results of Methods Studied
(Constant 2018 $000)
Results of Linear Trending
5 Years: 20214 Years: 20213 Years: 2021
r2*$r2*$r2*$
Results of Averaging
7,071 6,647 7,612
71,629 69,125 66,677 62,307
0 0 0 0
78,700 76,005 73,324 69,920
Other
Non-Labor
Labor
72,815
0
8,585 3,861
81,557 92,424
N/AN/A
0 0
8,386
81,201 90,142 96,284
0.99 0.98 0.28
0.01 0.31 0.65
Cost Type
2017 - 2018
Last Recorded Year
202120202019
73,213
0
65,961
7,252 7,252
65,961
0
73,213
7,252
65,961
0
73,213 Total
Other
Non-Labor
Labor
Cost Type
sd**
2 Years: 3 Years:
sd**2016 - 2018 sd**2015 - 2018
4 Years:
sd**2014 - 2018
5 Years:
182
5,669
0
307
5,828
0
484
6,592
0
1,979
10,543
0 Other
Non-Labor
Labor
Cost Type
N/A
N/A N/A N/A N/A
* r2 = R Squared (Based on recorded years data)
** sd = standard deviation (Based on recorded years data)
Itemized Forecast
202120202019
Total
Other
Non-Labor
Labor
Cost Type
97,245
0
88,555
8,689 8,689
71,059
0
79,748 77,757
0
69,373
8,383
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Software Maintenance and Replacement
Witness: L.Garris/R. Nanda
36
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Cost Type
Recorded/Adj.
2014 2015 Test Year20202019201820172016
11,475 Labor
Non-Labor
Other
Total
44,827
0
56,302
5,946
59,333
0
65,279
6,499
0
64,116
70,616
6,889
77,298
0
84,187
7,252
65,961
0
73,213
69,373
8,383
0
77,757
8,689
71,059
0
79,748
8,689
88,555
0
97,245
Please see the explanation for choosing an Itemized Forecast in testimony
Forecast
2021 GRC Selected Forecast Method
(Constant 2018 $000)
($000)
97,245
0
88,555
8,689 1,437
22,594
0
24,032
Method
Selected Forecast TY Forecast
Incr/(Decr) from
2018 Recorded/Adj
Itemized
Itemized
-
Analysis of Forecasting Methods
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Software Maintenance and Replacement
Witness: L.Garris/R. Nanda
Due to rounding, totals may not tie to individual items.
Analysis of Linear trending Method – In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded
expenses have shown a trend in a certain direction for three or more years, the last recorded year is an appropriate base
estimate.
Analysis of Averaging Method - In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded expenses
have significant fluctuations from year to year, or expenses are influenced by external forces beyond the utility’s control, an
average of recorded-expenses is appropriate.
Analysis of Last Recorded Year - In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded expenses
have been relatively stable for three or more years, the last recorded year is an appropriate base estimate.
Other Forecast Methods not Selected
37
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Total
Prior Year TotalTotal Change
Change
79,748 77,757 73,213 84,187 70,616 65,279 56,302
8,977 5,337 13,571 (10,974) 4,544 1,991 17,497
11,475 Labor
Non-Labor
Other
Total
44,827
0
56,302
Recorded /
Forecast
5,946
59,333
0
65,279
6,499
0
64,116
70,616
6,889
77,298
0
84,187
7,252
65,961
0
73,213
69,373
8,383
0
77,757
8,689
71,059
0
79,748
8,689
88,555
0
97,245
Labor Prior Year Total
Change
11,475
5,946
5,946
6,499
6,499
6,889
6,889
7,252
7,252
8,383
8,383
8,689
8,689
8,689
(5,529) 553 390 363 1,131 306 0
Recorded/Adj.
2014 2015 202120202019201820172016
Non-Labor Prior Year Total
Change
Total
Other Prior Year Total
Change
Total
44,827
14,506
59,333
59,333
64,116
4,783
77,298
13,182
77,298
65,961
(11,337)
65,961
69,373
3,412
69,373
71,059
1,686
71,059
88,555
17,496
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
64,116
$0
$20,000
$40,000
$60,000
$80,000
$100,000
2014 2015 2016 2017 2018 2019 2020 2021
NL L
Recorded/Adj. 2014-2018 / Forecast 2019-2021
Total 97,245 79,748 77,757 73,213 84,187 70,616 65,279
Cost Type
2021 GRC Year Over Year Variance
(Constant 2018 $000)
Forecast
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Software Maintenance and Replacement
Witness: L.Garris/R. Nanda
Due to rounding, totals may not tie to individual items.
38
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Summary of Changes:
Recorded (2014-2018)
Recorded/Adj.
2014 2015 202120202019201820172016Cost Type
11,475 Labor
Non-Labor
Other
Total
44,827
0
56,302
Recorded /
Forecast
5,946
59,333
0
65,279
6,499
0
64,116
70,616
6,889
77,298
0
84,187
7,252
65,961
0
73,213
69,373
8,383
0
77,757
8,689
71,059
0
79,748
8,689
88,555
0
97,245
See Testimony
Forecast (2019-2021)
See Testimony
See Testimony
2021 GRC Forecast Commentary
(Constant 2018 $000)
Forecast
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Software Maintenance and Replacement
Witness: L.Garris/R. Nanda
Due to rounding, totals may not tie to individual items.
39
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
O&M Workpapers- Cloud, SaaS, Perpetual License
40
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
2014
2015
2016
2017
2018
Tota
lsLa
bor
1,16
5,47
8
598,
475
54
2,57
0
147,
678
99
,960
N
on-L
abor
Sof
twar
e M
aint
enan
ce33
,739
,380
58
,113
,254
63
,672
,420
74
,209
,689
62
,194
,864
29
1,92
9,60
7
34,9
04,8
57
58,7
11,7
29
64,2
14,9
90
74,3
57,3
67
62,2
94, 8
24
291,
929,
607
Te
stim
ony
34,9
04,8
57
58,7
11,7
29
64,2
14,9
90
74,3
57,3
67
62,2
94,8
24
291,
929,
607
*Ref
lect
s in
clus
ion
of C
SRP
avoi
danc
e be
nefit
bel
ow fo
r mai
nten
ance
of m
ainf
ram
e op
erat
ing
softw
are
Rec
orde
d
41
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
2019
2020
2021
2022
2023
Tota
lsLa
bor
Non
-Lab
or S
oftw
are
Mai
nten
ance
64,8
93,9
34
65,5
79,0
42
72,
051,
884
77,
562,
308
75,0
97,4
01
355,
184,
569
- - -
64,8
93,9
34
65,5
79,0
42
72,
051,
884
77,
562,
308
75,0
97,4
01
355,
184,
569
Te
stim
ony
64,8
93,9
34
65,5
79,0
42
72,0
51,8
84
77,5
62,3
08
75,0
97,4
01
355,
184,
569
Not
e: A
mou
nt w
as $
68,5
25,8
84
in 2
021
and
$67,
679,
802
in 2
022,
w
hich
was
adj
uste
d to
alig
n w
ith
the
CSR
P im
plem
enta
tion
timin
g of
early
202
1.
Fore
cast
($)*
42
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Capital Workpapers- Cloud, SaaS, Perpetual License
43
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
12,911 8,000 7,200 8,800 8,000
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Software Maintenance and Replacement
1. Witness: L.Garris/R. Nanda
2. Asset type: Cap Soft 5yr
3. In-Service date: Specific Blanket
4. RO Model ID: 867
5. Pin: 7282
6. CWBS Element: CIT-00-OP-CS-000030
CWBS Description: Operating Software & Middleware
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
44,911
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
44
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
0 11,000 36,000 4,500 4,000
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Software Maintenance and Replacement
1. Witness: L.Garris/R. Nanda
2. Asset type: Cap Soft 5yr
3. In-Service date: Specific Blanket
4. RO Model ID: 868
5. Pin: 7369
6. CWBS Element: CIT-00-OP-CS-000023
CWBS Description: Software License True-Up
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
55,500
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
45
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Capital W
orkp
apers‐ Cloud
, SaaS, Perpe
tual License
Ope
ratin
g S
oftw
are
2014
2015
2016
2017
2018
To
tals
Ope
ratin
g S
oftw
are
& M
iddl
ewar
e5,
223,
027
25
,217
,539
15,7
29,0
49
31,5
08,1
53
9,
970,
667
87,6
48,4
36
Sof
twar
e Li
cens
e19
,297
,293
4,
655,
434
18,0
45,1
87
818,
909
48
,547
,767
91,3
64,5
90
24,5
20,3
21
29,8
72,9
73
33
,774
,236
32
,327
,062
58,5
18,4
34
17
9,01
3,02
6
T
estim
ony
24,5
20,3
21
29
,872
,973
33
,774
,236
32,3
27,0
62
58,5
18,4
34
179,
013,
026
Rec
orde
d
*Ref
lect
s in
clus
ion
of C
SR
P a
void
ance
ben
efit
of $
4,37
4,03
2 in
202
3 fo
r re
fres
h of
mai
nfra
me
oper
atin
g so
ftw
are
46
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Capital W
orkp
apers‐ Cloud
, SaaS, Perpe
tual License
Ope
ratin
g S
oftw
are
Ope
ratin
g S
oftw
are
& M
iddl
ewar
e
Sof
twar
e Li
cens
e
Tes
timon
y
2019
2020
2021
2022
2023
To
tals
12,9
11,0
92
8,
000,
000
7,20
0,00
0
8,
800,
000
8,00
0,00
0
44
,911
,092
11,0
00,0
00
36
,000
,000
4,50
0,00
0
4,
000,
000
55,5
00,0
00
-
12,9
11,0
92
19
,000
,000
43,2
00,0
00
13
,300
,000
12,0
00,0
00
10
0,41
1,09
2
12
,911
,092
19
,000
,000
43
,200
,000
13
,300
,000
12,0
00,0
00
100,
411,
092
For
ecas
t ($)
47
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Application Refresh- Labor
48
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Applica
tion Se
rvice
s Lab
or (C
onstan
t $ M
illion)
Justificatio
n20
1820
1920
2020
2120
2220
23Service
Man
agers returning
to organ
izatio
n fro
m EPC
R whe
re th
ey provide
d en
gine
ering service
s (project sup
port) to EP
C R22
,118
129,02
512
9,02
512
9,02
512
9,02
512
9,02
5Service
Man
agers returning
to organ
izatio
n fro
m CSR
P whe
re th
ey provide
d en
gine
ering service
s (project sup
port) to CS
R P68
1,77
11,22
3,89
21,22
3,89
21,22
3,89
01,22
3,89
31,22
3,89
1Service
Man
agers returning
to organ
izatio
n fro
m CSR
P an
d DM
S whe
re th
ey provide
d en
gine
ering service
s (project sup
port) to CS
RP
and DM
S96
,669
129,02
512
9,02
512
9,02
512
9,02
512
9,02
5
Service
Man
agers, En
hancem
ent M
anagers, an
d System
Integrators in En
terprise, SAP
and
BI o
rgan
izatio
n t o
‐ partner with
MSP to
ensure ap
plica
tion stab
ility, availability, su
staina
bility, and
reliability
‐ mon
itor, mea
sure, and
improv
e ap
plica
tion service
delivery to m
eet b
usiness n
eeds
‐ ensure that th
e qu
ality
and
timeliness o
f resolution for a
pplication iss
ues a
nd ope
ratio
nal activities are m
et with
in se
rvice
level
agreem
ents and
with
in business e
xpectatio
n‐ d
rive service
improv
emen
ts with
IT partners
‐ integrate with
OU to ensure that projects a
re delivered
with
ope
ratio
nal n
eeds and
efficie
ncies in mind
‐ collabo
rate with
Plann
ing organizatio
n to in
fluen
ce th
e strategy and
decision
s mad
e du
ring the project life
cycle
‐ integrate with
Architects for ope
ratio
nal initia
tives and
road
map
develop
men
t
2,36
6,82
11,88
1,59
31,88
1,59
31,88
1,59
11,88
1,59
21,88
1,59
2
Service
Man
agers, En
hancem
ent M
anagers, an
d System
Integrators in T&
D an
d Gr
id M
od organ
izatio
n t o
‐ partner with
MSP to
ensure ap
plica
tion stab
ility, availability, su
staina
bility, and
reliability
‐ mon
itor, mea
sure, and
improv
e ap
plica
tion service
delivery to m
eet b
usiness n
eeds
‐ ensure that th
e qu
ality
and
timeliness o
f resolution for a
pplication iss
ues a
nd ope
ratio
nal activities are m
et with
in se
rvice
level
agreem
ents and
with
in business e
xpectatio
n‐ d
rive service
improv
emen
ts with
IT partners
‐ integrate with
OU to ensure that projects a
re delivered
with
ope
ratio
nal n
eeds and
efficie
ncies in mind
‐ collabo
rate with
Plann
ing organizatio
n to in
fluen
ce th
e strategy and
decision
s mad
e du
ring the project life
cycle
‐ integrate with
Architects for ope
ratio
nal initia
tives and
road
map
develop
men
t
1,37
6,34
91,57
5,46
41,57
5,46
31,57
5,46
21,57
5,46
41,57
5,46
3
Service
Man
agers, En
hancem
ent M
anagers, an
d System
Integrators in CS
, PS, SON
GS, and
IT organ
izatio
n t o
‐ partner with
MSP to
ensure ap
plica
tion stab
ility, availability, su
staina
bility, and
reliability
‐ mon
itor, mea
sure, and
improv
e ap
plica
tion service
delivery to m
eet b
usiness n
eeds
‐ ensure that th
e qu
ality
and
timeliness o
f resolution for a
pplication iss
ues a
nd ope
ratio
nal activities are m
et with
in se
rvice
level
agreem
ents and
with
in business e
xpectatio
n‐ d
rive service
improv
emen
ts with
IT partners
‐ integrate with
OU to ensure that projects a
re delivered
with
ope
ratio
nal n
eeds and
efficie
ncies in mind
‐ collabo
rate with
Plann
ing organizatio
n to in
fluen
ce th
e strategy and
decision
s mad
e du
ring the project life
cycle
‐ integrate with
Architects for ope
ratio
nal initia
tives and
road
map
develop
men
t
2,45
0,57
52,22
4,04
22,24
9,24
62,24
9,24
52,24
9,24
72,24
9,24
5
Service
Man
agers returning
to organ
izatio
n fro
m SON
GS whe
re th
ey provide
d en
gine
ering service
s (project sup
port) to SO
NGS
158,22
925
2,01
345
2,55
145
2,55
045
2,55
145
2,55
0Increm
ental staffing
to su
pport incom
ing de
man
d in th
e organizatio
n0
968,39
61,04
8,57
51,04
8,57
31,04
8,57
51,04
8,57
5TO
TAL
7,15
2,53
28,38
3,45
18,68
9,37
08,68
9,36
08,68
9,37
28,68
9,36
5Increa
se from
201
81,23
0,91
91,53
6,83
81,53
6,82
81,53
6,84
01,53
6,83
3
49
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Application Refresh- O&M Overview
50
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
2014
2015
2016
2017
2018
O&
M L
abor
10,3
09,5
955,
347,
335
5,95
6,86
66,
741,
508
7,15
2,53
2O
&M
Non
-Lab
or11
,087
,679
1,21
9,96
844
3,87
13,
088,
347
3,76
6,08
1O
&M
TO
TAL
21,3
97,2
74
6,56
7,30
4
6,40
0,73
7
9,82
9,85
5
10,9
18,6
13
Nam
e20
1420
1520
1620
1720
18O
&M
refr
esh
activ
ities
942,
462
936,
365
Cust
omer
Ser
vice
App
licat
ion
Deco
mm
issio
ning
On-
goin
g M
aint
enan
ce c
osts
for O
U C
ap S
oftw
are
proj
ects
Cons
ultin
g an
d Pr
ofes
siona
l Ser
vice
s (C&
PS)
1,86
8,97
12,
524,
889
Ente
rpris
e an
d Tr
ansm
issio
n &
Dist
ribut
ion
Appl
icat
ion
Serv
ices
16,5
7374
,067
Cust
omer
Ser
vice
and
Pow
er S
uppl
y Ap
plic
atio
n Se
rvic
es78
,663
153,
776
O&
M N
on-L
abor
Tot
al
Actu
als
Actu
als
51
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
O&
M L
abor
O&
M N
on-L
abor
O&
M T
OTA
L
Nam
eO
&M
refr
esh
activ
ities
Cust
omer
Ser
vice
App
licat
ion
Deco
mm
issio
ning
On-
goin
g M
aint
enan
ce c
osts
for O
U C
ap S
oftw
are
proj
ects
Cons
ultin
g an
d Pr
ofes
siona
l Ser
vice
s (C&
PS)
Ente
rpris
e an
d Tr
ansm
issio
n &
Dist
ribut
ion
Appl
icat
ion
Serv
ices
Cust
omer
Ser
vice
and
Pow
er S
uppl
y Ap
plic
atio
n Se
rvic
esO
&M
Non
-Lab
or T
otal
2019
2020
2021
2022
2023
8,38
3,45
18,
689,
370
8,68
9,36
08,
689,
372
8,68
9,36
54,
479,
500
5,47
9,50
08,
844,
500
19,1
29,5
0012
,979
,500
12,8
62,9
51
14,1
68,8
70
17,5
33,8
60 27
,818
,872
21,6
68,8
65
2019
2020
2021
2022
2023
1,65
0,00
02,
650,
000
2,30
0,00
02,
700,
000
2,45
0,00
050
0,00
07,
800,
000
1,80
0,00
03,
000,
000
3,00
0,00
03,
000,
000
2,72
9,00
02,
729,
000
2,94
4,00
05,
529,
000
5,62
9,00
055
,500
55,5
0055
,500
55,5
0055
,500
45,0
0045
,000
45,0
0045
,000
45,0
004,
479,
500
5,47
9,50
08,
844,
500
19,1
29,5
0012
,979
,500
Prio
r Cus
tom
er S
ervi
ce
Appl
icat
ion
deco
mm
issio
ning
co
st w
as $
5.0
mill
ion
in 2
021
and
$5.1
mill
ion
in 2
022.
The
fo
reca
sts a
re d
efer
red
to 2
022
and
2023
, for
a to
tal o
f $7.
8 m
illio
n in
202
2, a
nd $
1.8
mill
ion
in 2
023.
Pri o
r Con
sulti
ng &
Pro
fess
iona
l Se
rvic
es (C
&PS
) for
ecas
t was
$5
,529
,000
in 2
021.
To
alig
n w
ith
new
CSR
P im
plem
enta
tion
timin
g of
early
202
1, w
e re
mov
ed $
2.8
mill
ion
of
expe
cted
third
par
ty c
osts
su
ppor
ting
the
SAP
plat
form
af
ter t
he C
SRP
tran
sitio
n i
n 20
21, o
ffset
by
the
addi
tions
of
min
or a
pplic
atio
n re
fres
h su
ppor
t of $
215,
000
to p
ay
exte
nded
ven
dor s
uppo
rt u
ntil
CSRP
free
ze is
lifte
d an
d th
e ap
plic
atio
ns a
re u
pgra
ded
appr
opria
tely
.
Fore
cast
Fore
cast
52
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Application Refresh- O&M Refresh Activities
53
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
CONS
TANT
$TO
TAL
$926
,301
$936
,956
$1,621
,794
$2,660
,000
$2,265
,000
$2,665
,000
$2,440
,000
Applica
tion Na
me
2017
2018
2019
2020
2021
2022
2023
Justificatio
n
Tran
sformer Hea
t Run
$410
,000
THR ap
plica
tion allows u
sers to
maintain an
d view
Transform
er hea
t run
related
inform
ation. Users gen
erate load
on the tran
sformer and
observe th
e effect of the
load
and
the am
ount of h
eat g
enerated
usin
g this ap
plict
aion
.
The curren
t versio
n of th
e ap
plica
tion is on
legacy so
ftware(Visual Basic). U
pgrade
is
need
ed im
med
iately to
brin
g it to a m
ore supp
ortable version. Critica
l App
lictaion for
GCAS
$50,00
0Th
e Gr
id Con
tracts Adm
inistratio
n System
(GCA
S) is a sy
stem
that was built for the
Grid
Co
ntracts d
epartm
ent o
f the
T&D Bu
siness U
nit to facilita
te th
e users in mee
ting the
regu
latory nee
ds of Ed
ison. If any
chan
ges is req
uired if no
t mad
e, m
ay lead
to risk in
ECS Crew
Man
ager
$50,00
0$5
0,00
0$5
0,00
0Crew
Man
ager app
lication is used
to m
anage the crew
s sup
porting Ou
tages b
y T&
D.
Yearly upg
rade
is re
quire
d to latest versio
n to co
ntinue
supp
ort from th
e vend
or.
Fina
nce Ut
ilitie
s Interna
tiona
l Plann
er$2
5,48
6$7
5,00
0$7
5,00
0$7
5,00
0Th
is is used
by the fin
ance fo
r Finan
cial Plann
ing an
d Bu
dgeting. This is a
cotts
applica
tion an
d the code
base is su
pported an
d maintaine
d by
the vend
or. Yea
rly
upgrad
es are re
quire
d to be in su
pported version.
Meta 5
$30,00
0Meta5
is an En
terprise Ap
plica
tion used
to m
anage metad
ata for the
purpo
ses o
f data
linea
ge and
inform
ation Go
vernan
ce. Softw
are up
grad
e to latest versio
n is requ
ired to
align with
the vend
or su
pported version.
Ariba C1
9 Ad
apter
$350
,000
$150
,000
$150
,000
$150
,000
$150
,000
Ariba is the 3rd pa
rty clo
ud se
rvice
used for m
anaging invo
ices, pa
ymen
ts and
pu
rcha
se orders. In order to
align with
the release strategy of the
produ
ct, yea
rly
upgrad
e of th
e ad
apter is req
uired to m
aintain interfa
ces w
ith th
e ba
cken
d system
and
EDISON
.COM
$50,00
0
EDISON
.com
site pub
lishe
s critica
l information for the
fina
ncial com
mun
ity and
other
external stakeh
olde
rs. The
conten
t has to
be accurate and
upd
ated
freq
uently. For
exam
ple SC
C filings, A
nnua
l rep
ort a
nd all othe
r finan
cial d
ocum
ents are m
ade pu
blic
using this site.
There are man
y custom
compo
nents tha
t nee
d to be up
grad
ed in
order to
be
compa
table with
infra
chan
ges related
to und
erlying OS
and
Datab
ase techno
logy and
CS
‐MV9
0 up
grad
e$4
1,50
6$3
00,000
$300
,000
Ensure th
at app
lication is un
der v
endo
r sup
port and
to avo
id te
chno
logy obsolen
ceIAM ‐ Security & Com
pliance Op
erations
$306
,293
This prod
uct n
eede
d to be up
grad
ed in
order to
maintain vend
or warranty supp
ort.
SAP An
alytics
Platfo
rm Upg
rade
$250
,000
$185
,000
$185
,000
SAP Bu
siness O
bjects Upg
rade
, SAP
HAN
A Migratio
n, Talen
d an
d Ha
doop
are in
clude
d in th
e An
alytics
Platfo
rm upg
rade
. This e
ffort is m
ainly du
e to exis
ting versions being
ou
t of sup
port, to en
able new
requ
ired features and
stab
ilize th
e up
grad
ed versio
ns
alon
g with
softw
are subscriptio
n requ
ired to m
onito
r perform
ance and
usage liek
XMWorkloa
d
Fina
nce Fran
chise
Stat A
D Va
lorem System
$60,00
0
Applica
tion used
to be FERC
complaint with
Tax re
ports a
nd FSA
repo
rts for
Tran
smiss
ion cir
cuit lin
es. C
ontrollers dep
artm
ent u
ses this a
pplication to assign
Capital V
alue
s to the Circuits, C
PUC Au
dit
There are man
y custom
compo
nents tha
t nee
d to be up
grad
ed to
be compa
table with
infra
chan
ges.
SAP HC
M Org Pub
lishe
r Upg
rade
$210
,000
$30,00
0$3
0,00
0$3
0,00
0$2
10,000
Annu
al HR Su
pport P
ack Up
grad
e , B
SI Tax Factory Upg
rade
, Co
mpe
nsation (Employ
ee
Annu
al Bon
us) U
pgrade
and
Org Cha
rts U
pgrade
s are re
quire
d to ensure legal
compliance in th
e Pa
yroll and
Tax and
HR functio
nal areas.
Winshuttle
Run
ner lice
nse
$12,96
0$1
5,00
0$1
5,00
0$1
5,00
0More Winshuttle
licences are re
quire
d to fu
llfill business n
eeds in
the Gr
id Resilien
cy
efforts to load
enh
anced ov
erhe
ad in
cpectio
ns data alon
g with
pict
ures to
core ECC
Major EHS
ync improv
emen
t$4
0,00
0$7
5,00
0En
hanced
repo
rting capa
bility requ
ired in th
e space of EHS
ync a
rea to co
nform with
CA
L OSH
A Co
mpliance. Add
ition
al fu
nctio
nality is be
ing requ
ired in th
e space of
SAP HA
NA Cockp
it infra
structure
$24,00
0HA
NA Cockp
it is requ
ired for c
entralize
d HA
NA adm
inistratio
n an
d De
velopm
ent. Up
grad
e to th
e latest versio
n to avail vend
or su
pport.
SAP So
lutio
n Man
ager 7.2
$25,00
0$2
5,00
0$2
5,00
0SA
P So
lutio
n Man
ager is used for c
ritica
l SYstem and
Business P
rocess M
Onito
ring
functio
ns liek OCC
, BPM
ON, C
Ustom Cod
e Man
agem
ent, Ch
ange and
Relea
se
MAn
agem
ent e
tc. U
pgrade
to th
e latest versio
n is requ
ired to m
aintain vend
or
Actual
Forecast
54
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
CONS
TANT
$TO
TAL
$926
,301
$936
,956
$1,621
,794
$2,660
,000
$2,265
,000
$2,665
,000
$2,440
,000
Applica
tion Na
me
2017
2018
2019
2020
2021
2022
2023
Justificatio
nAc
tual
Forecast
Fiori Ap
ps$5
0,00
0$1
00,000
Fiori b
ased
solutio
n for E
1 No
tifica
tions will ena
ble fie
ld personn
el to
work more
effectively. M
ainten
ance te
chnicia
n can access th
e No
tifica
tion throug
h Mob
ile
devices. Mainten
ance ta
sk, activities and
item
s are visible in sing
le page. User
Automate HW
M TOF
EE/D
rum/Lab
Data/Master
Summary Sh
eet u
ploa
ds$3
0,00
0Th
is inititiv
e is to autom
ate the HW
M TOF
EE/D
rum/Lab
Data/Master S
ummary Sh
eet
upload
s to SA
P EH
S mod
ule. This w
ill re
duce th
e work load
and
improv
e the tracab
lity
for E
nviro
nmen
tl He
alth and
Syn
c users and
ena
bles effe
ctive complaince.
NERC
CIP M
itigatio
n
$50,00
0Sh
arep
oint On Prem
server th
at hou
ses N
ERC‐CIP da
ta is cu
rren
tly outda
ted an
d ne
eds
to be up
grad
ed to
the latest versio
n to m
aintain vend
or su
pport.
Java Upg
rade
$200
,000
Upg
rade
will add
ress se
curity vu
lnerab
ility and
ena
ble latest produ
ct fe
atures.
CRM Dyn
amics
$7,000
Micr
osoft D
ynam
ics is a line
of e
nterprise
resource plann
ing an
d custom
er re
latio
nship
man
agem
ent softw
are ap
plica
tions. M
icrosoft m
arkets Dyn
amics
app
lications th
roug
h a ne
twork of re
selling
partners w
ho provide
specialized
service
s.SC
E.com Digita
l Man
aged
Services
$1,649
$318
,915
$94,83
4Co
mpleting the SC
E.com m
igratio
n of on‐prem
compo
nents to Azure clo
ud.
OKTA
Upg
rade
$141
,016
Okta is im
plem
ented in SCE
env
ironm
ent for first tim
e for single sig
n‐on
ena
blem
ent
SAP PI Upg
rade
$17,30
3Pe
r SAP
ven
dor recom
men
datio
n, SAP
PI w
as upg
rade
d fro
m SP5
to SP1
9 to ensure PI
was at the
latest se
rvice
pack level
IE11
Upg
rade
$281
,787
$10,00
9Cu
rren
t IE version (V 10.0) was upg
rade
d to v.11 to m
aintain vend
or su
pport.
Team
Con
nect Le
gal (TC
L) Upg
rade
$38,76
1$4
5,00
0$4
5,00
0$4
5,00
0$4
5,00
0$4
5,00
0Te
am Con
nect Le
gal is a
critical app
lictaion used
by Legal B
usiness a
nd th
e code
mainten
ance and
enh
ancemen
ts re
quire
d to th
is ap
picatio
n are prov
ided
by 3rd pa
rty
vend
or. R
egular m
ainten
ace an
d en
hancem
ents are re
quire
d to m
aintain vend
or
Uncla
imed
Prope
rty Co
mpliance System
(UPC
S)
Upgrad
e$1
91,896
$200
,000
UPCS
(Unclaim
ed Prope
rty CO
mpliance System
) is u
sed to m
anage an
d repo
rt
uncla
imed
prope
rty an
d critical for co
mpliance pu
rposes. U
pgrade
to latest verion is
VERINT
Survey To
ol Upg
rade
$246
,890
$43,23
5$2
00,000
Verin
t Survey To
ol a.k.a. EFM
, is a
survey m
anagem
ent too
l for SCE
employ
ees a
nd
custom
ers. Any
registered
user o
f EFM
, can
crea
te and
distrib
ute surveys to intend
ed
recip
ients. Cu
rren
tly th
e version used
by SC
E is v7.0 whe
reas th
e curren
t market
version is 15
.1 which im
plies S
CE is on un
supp
orted version of th
e softw
are an
d at risk.
The critical com
pone
nt,sc
hedu
ler o
n the survey app
lication go
es dow
n qu
ite
frequ
ently
prohibitin
g the users to pe
rform
regu
lar survey op
erations and
post the
critical executiv
e initiated
surveys o
n tim
e. Produ
ct ven
dor sug
gested
to upg
rade
the
Bind
view
Rep
lacemen
t (AD
Man
ager)
$42,98
9Th
is is replace Bind
View
app
lication which is outda
ted an
d ou
t of m
ainten
ance. The
ap
plica
tion is replaced
with
AD Man
ger.
UPS version 6.1.5, CHE
SAPE
AKE SYSTEM
SOL
UTIONS
$6,191
This is to upg
rade
the curren
t versio
n to m
aintain vend
or su
pport a
nd ena
ble
additio
nal fun
ctiona
lities.
OmniRim Upg
rade
$9,420
OmniRIM Phy
sical Records M
anagem
ent is a
highly configurab
le, o
n‐prem
ises s
olution
that gives organ
izatio
ns th
e po
wer to
man
age an
d control the
ir bu
siness‐critical
inform
ation. To maintain vend
or su
pport, Om
niRim ugrad
e ne
eds to be
ugp
rade
d.
SMOO
Delivery Man
ager Sup
port
$11,74
7De
livery man
ager su
pport for app
lication refre
sh
SAP FI BW Recon
Autom
ation
$50,36
4Man
ual recon
ciliatio
n is requ
ired to m
atch W
BS, O
rder, G
L etc. to make sure data in
source is in
sync to
BW. This is a
process th
at autom
ates th
e ov
erall recon
ciliatio
n process to make sure data in BW is in
sync to
source(ECC
) every day.
SMOO
Delivery Man
ager Sup
port
$70,80
0De
livery man
ager su
pport for app
lication refre
sh
Vehicle
ordering System
$600
,000
Curren
t Portal b
ased
solutio
n is no
t mee
ting en
d to end
bsuiness req
uiremen
ts and
is
not stable. Nee
d to re
archite
ct th
e ap
plict
aion
to m
eet O
peratio
nal Services n
eeds.
Vehicle
Inspectio
n fro
m with
Fiori
$150
,000
Busin
ess n
eeds a m
obile so
lutio
n for v
ehicle inspectio
n an
d processin
g. Current
solutio
n is tim
e consum
ing an
d less efficie
nt . Mob
ile so
ultio
n will m
ake the user
Decommiss
ion of re
maining
EAM
custom
izatio
ns in
SA
P$1
00,000
Decommiss
ion remaining
EAM
custom
izatio
ns in
SAP
tha tare not utilize
d
Decommiss
ion Ha
na Ana
lytic
s old HW
$50,00
0De
commiss
ion Ha
na Ana
lytic
s hardw
are
Decommiss
ion SA
P PO
old HW
$50,00
0De
commiss
ion SA
P PO
hardw
are
55
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
CONS
TANT
$TO
TAL
$926
,301
$936
,956
$1,621
,794
$2,660
,000
$2,265
,000
$2,665
,000
$2,440
,000
Applica
tion Na
me
2017
2018
2019
2020
2021
2022
2023
Justificatio
nAc
tual
Forecast
Decommiss
ion SA
P Ga
teway old HW
$50,00
0De
commiss
ion SA
P Ga
teway hardw
are
Decommiss
ion SA
P Ce
ntral Processing Sche
duler
old HW
$50,00
0De
commiss
ion SA
P Ce
ntral Processing Sche
duler h
ardw
are
Decommiss
ion So
lutio
n Man
ager old HW
$50,00
0De
commiss
ion So
lutio
n Man
ager hardw
are
Decommiss
ion Da
ta Pow
er old HW
$50,00
0De
commiss
ion Da
ta Pow
er hardw
are
Decommiss
ion SA
P System
Land
scap
e Directory
(SAP
SLD
)$5
0,00
0De
commiss
ion SA
P System
Land
scap
e Directory (SAP
SLD
) hardw
are
Decommiss
ion SA
P Ne
tWea
ver D
evelop
men
t Infra
structure (SAP
NWDI)
$50,00
0De
commiss
ion SA
P Ne
tWea
ver D
evelop
men
t Infrastructure (SAP
NWDI) h
ardw
are
Decommiss
ion Su
pplier N
etwork Co
llabo
ratio
n$5
0,00
0De
commiss
ion Su
pplier N
etwork Co
llabo
ratio
n ha
rdware
Decommiss
ion De
sign Man
ager old HW
$50,00
0De
commiss
ion De
sign Man
ager hardw
are
Decommiss
ion SA
P Land
scap
e Man
agem
ent (SA
P LaMa) old HW
$50,00
0De
commiss
ion SA
P Land
scap
e Man
agem
ent (SA
P LaMa) hardw
are
Decommiss
ion Bu
siness W
areh
ouse (S
AP BW) o
ld
HW$5
0,00
0De
commiss
ion Bu
siness W
areh
ouse (S
AP BW) h
ardw
are
Decommiss
ion Po
wer Plan old HW
$50,00
0De
commiss
ion Po
wer Plan ha
rdware
Decommiss
ion Da
ta Pow
er old HW
$200
,000
Decommiss
ion Da
ta Pow
er hardw
are
Decommiss
ion Ha
na Cockp
it old HW
$50,00
0De
commiss
ion Ha
na Cockp
it ha
rdware
Analytics
clou
d assessmen
t$6
50,000
SCE is curren
tly evaluating Clou
d An
alytics
Platfo
rm to
supp
ort b
usiness n
eeds fo
r data
insig
hts a
nd ana
lytic
s. Scop
e of th
is assessmen
t include
workloa
ds dep
loyed in Han
a P7
5 an
d Ha
doop
. Infosys in
collabo
ratio
n with
Boo
z Allen is pe
rform
ing this assessmen
t to co
me up
with
1.) T
arget a
rchitecture for c
loud
platfo
rm th
at su
pports in
gestion an
d consum
ption for
approx. 3
1 Ap
plica
tion on
Han
a Ha
doop
Platfo
rm
2) Build th
e clo
ud co
st and
migratio
n cost
SAP‐OD
S da
ta sy
nc$1
00,000
Ensure data integrity
betwee
n SA
P, ODS
and
dow
nstrea
m app
lications.
Environm
ent syn
c$3
5,00
0$3
0,00
0In order to
app
ropriately perform
app
lication testing, th
e prod
uctio
n an
d no
n‐prod
uctio
n en
vironm
ents m
ust b
e in sy
nc. This e
ffort is to
ensure prod
uctio
n an
d no
n‐prod
uctio
n en
vironm
ents are in
sync fo
r app
lications like Con
solid
ated
Mob
ile
DigiPe
de upg
rade
$200
,000
Upgrad
e the Digipe
de to
the latest versio
n to m
aintain vend
or su
pport a
nd add
ad
ditio
nal con
figurations to
take ca
re of the
add
ition
al data load
for p
rocessing.
Crea
tion of new
test env
ironm
ents like Spida
$30,00
0$5
0,00
0
We ha
ve m
ultip
le projects a
nd ope
ratio
nal w
ork occurring at th
e same tim
e. To test
chan
ges a
ssociated with
projects a
nd ope
ratio
nal w
ork, we ne
ed te
st env
ironm
ents.
This effort is to
crea
ate an
add
ition
al te
st env
ironm
ent for app
lciations like Spida
so
that we can work on
projects a
nd ope
ratio
nal w
ork in parallel.
Consolidation of T&D critical app
s in on
e DC
$100
,000
$30,00
0An
app
lication ha
ving
compo
nents in tw
o da
ta ce
nters c
an ca
use pe
rform
ance delays.
This effort is to
consolidate all com
pone
nts a
ssociated with
app
lications in
to one
data
GESW
hea
lth$5
0,00
0$5
0,00
0We will re
quire
add
ition
al GE Su
pport h
ours outsid
e of th
e curren
t mainten
ance
contract as a
gap
mea
sure. In ad
ditio
n, th
ere are Bu
siness req
uested
enh
ancemen
ts
that ca
n be
worked on
.
Bowbridge upd
ate
$35,00
0$3
5,00
0$3
5,00
0Th
is an
ti‐virus too
l is u
sed to sc
an fo
r viru
s on an
y attachmen
ts (w
ord, pdf etc) tha
t are
upload
ed from
CRM
UI. Prod
uct n
eeds to
be up
dated pe
rioidcally to
redu
ce poten
tial
ACE(An
alytics
Cen
ter o
f Excellence) Data Mod
el
Governan
ce$2
00,000
$450
,000
$450
,000
$450
,000
All D
ata an
d An
alytic So
lutio
ns im
plem
ented across Enterprise
nee
d to fo
llow uniform
set o
f best p
ractice
s and
the So
lutio
n de
sign shou
ld be Maintan
able, Scalable an
d Re
usab
le. The
ACE
or the
Ana
lytic
s cen
ter o
f Excellence will brin
g in th
e requ
ired
GMT Plan
et Rep
lacemen
t$1
00,000
GMT plan
et is a sc
hedu
ling ap
plict
aion
used by
HR Em
ploy
ee In
form
ation Ce
nter and
is
out o
f ven
dor sup
port in
201
8 an
d the prod
uct is n
ot m
aintaine
d an
yymore du
e to
acqu
isitio
n. This w
ill nee
d to be replaced
by an
Enterprise
solutio
n.
56
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
CONS
TANT
$TO
TAL
$926
,301
$936
,956
$1,621
,794
$2,660
,000
$2,265
,000
$2,665
,000
$2,440
,000
Applica
tion Na
me
2017
2018
2019
2020
2021
2022
2023
Justificatio
nAc
tual
Forecast
GRC Work Pa
pers re
placem
ent
$100
,000
The Fina
nce Plan
ning
group
is lo
oking for u
sing UI Plann
er to
han
dle the GR
C work
pape
rs m
oving forw
ard as th
e curren
t app
lication is no
t able to m
eet a
ll bu
siness
Enha
nce all H
ANA view
s to latest versio
ns$2
25,000
Curren
t HAN
A view
s are sc
ript b
ased
which is no long
er re
commen
ded an
d supp
orted
by SAP
. All these HA
NA views n
eed to be migrated to Graph
ical V
iews w
hich are m
ore
Revamp of fina
nce da
ta m
odel in
BW to
use th
e ne
w LS
A++ lean
mod
el usin
g BW
/4HA
NA objects
$120
,000
$150
,000
$200
,000
Curren
t versio
n of BW7.5 ha
s an en
d da
te and
nee
d to prepa
re BW sy
stem
for the
BW
/4 m
igratio
n1) Necessary step
to se
t up ne
xt gen
ana
lytic
s platfo
rm utilizing
the full capa
bility of
the BW
/ HA
NA co
mbina
tion
PoC for m
ove to BPC
$200
,000
We curren
tly utilize
BCS
for c
onsolid
ation whic is g
oing
to be ou
t of sup
port.
Embe
dded
BPC
with
in BW/4HA
NA or S
/4HA
NA is going
to be the replacem
ent a
nd will
API‐fica
tion of exis
ting service
assets
$200
,000
$200
,000
There are existing interfa
ce/service end
points tha
t are poten
tial can
dida
tes for
expo
sing as APIs. Ne
ed to
stan
dardize
the interfa
ce co
ntracts, crea
te docum
entatio
n arou
nd th
eir u
sage and
wrap them
as c
onsumab
le APIs in the de
velope
r portal to
Optim
ize data mod
els in BW
to LS
A++ lean
mod
el$2
00,000
Optim
ize 5 co
mplete da
ta m
odels in BW
to LS
A++ lean
mod
el usin
g BW
/4HA
NA – This
will allo
w us b
ring do
wn resource co
nsum
ption an
d iden
tify an
y po
tential issue
s in this
Legal C
laim
s man
agem
ent stabilization service
im
prov
emen
ts$1
50,000
The Legal claim
s man
agem
ent system used for tracking an
d disposing custom
er claims
requ
ires u
pgrade
and
there are a nu
mbe
r of custom co
mpo
nents tha
t nee
d to
remed
iated to be compliant with
the up
grad
e an
d migratio
n to new
versio
n.
57
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Application Refresh- O&M Customer Service Application
Decommissioning
58
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
CON
STAN
T $-
Adj
uste
d to
alig
n w
ith n
ew C
SRP
impl
emen
tatio
n tim
ing
of early
202
1 To
tal
500,
000
7,80
0,00
01,
800,
000
Cust
omer
Ser
vice
App
licat
ion
Deco
mm
issi
onin
g20
1920
2020
2120
2220
23Ju
stifi
catio
n
Anal
ysis
and
Rem
edia
tion
of im
pact
s fr
om d
ecom
miss
ion*
50
0,00
03,
500,
000
Soft
war
e de
com
miss
ion
per t
he d
ecom
miss
ion
list i
nvol
ves t
he a
naly
sis a
nd re
med
iatio
n of
impa
ct o
f the
app
licat
ions
to d
ecom
miss
ion.
Th
is in
clud
ed tu
rnin
g of
f all
the
jobs
and
rem
ovin
g th
e so
ftw
are
from
the
com
pute
r and
any
stor
age
devi
ces.
Arch
ive
stra
tegy
1,60
0,00
0De
v elo
p ar
chiv
e st
rate
gy, d
evel
op a
rchi
ve jo
bs, a
nd e
xecu
tion
arch
ival
Data
retr
ieva
l70
0,00
0De
v elo
p da
ta re
trie
val p
roce
ss fo
r arc
hive
d da
ta
Hard
war
e de
com
miss
ion*
*1,
000,
000
800,
000
Hard
war
e de
com
miss
ion.
Har
dwar
e de
com
miss
ion
incl
udes
dec
omm
issio
ning
har
dwar
e (v
irtua
l and
phy
sical
serv
ers)
, unc
ablin
g,
unra
ckin
g, p
acki
ng, a
nd sh
ippi
ng h
ardw
are
from
dat
a ce
nter
s.
Addi
tiona
l dec
omm
issio
ning
cos
ts**
*1,
000,
000
1,00
0,00
0Ad
ditio
nal c
osts
incl
ude
non-
mai
nfra
me
hard
war
e an
d ap
plic
atio
n de
com
miss
ion
cost
s, re
pairi
ng th
e w
alls/
floor
s, a
nd e
lect
rical
in
fras
truc
ture
of t
he d
ata
cent
ers a
fter
rem
oval
of t
he m
ainf
ram
e ha
rdw
are.
* An
alys
is an
d re
med
iatio
n of
impa
cts a
nd d
ecom
issio
n w
as $
4,00
0,00
0 in
202
1 **
Ha
rdw
are
deco
miss
ion
was
$1,
800,
000
in 2
021
***
Addi
tiona
l dec
omiss
ioni
ng c
ost w
as $
1,00
0,00
0 in
202
1 an
d $1
,000
,000
in 2
022
Fore
cast
59
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Analysis & Remediation of Impacts of Decommission 2021 2022 2023
Batch Jobs Description
Detailed assessment of all Batch Jobs
Mainframe batch jobs have multiple interfaces to CSRP and other application and platforms. Detailed assessment of around 3,500 batch jobs need to be performed to not only determine the impact to CSRP but to other applications. These batch jobs also include client supported and database administrator jobs. In addition to assessment, the team will also document the changes to the interface and the updated schedules and triggers.
150,000 150,000
Develop Detailed Plan to Disposition Batch Jobs
Develop detailed plan to disposition around 3,500 batch jobs. Determine if the jobs are already in scope of CSRP or CSRP edge remediation. If not, confirm if the data being pulled is needed by other systems/third-parties going forward. If required, develop detailed plan for new source for the data and design of new interfaces.
550,000
Remediation (build new jobs, interfaces in the new system)Execute the remediation solution by building out new interfaces and front-end GUIs/reports.
650,000
CICS Transactions
Detailed assessment of all CICS Transactions
CICS transactions are customized programs that interface with CSRP and other applications. Perform detailed assessment of around 3,000 on-line CICS transactions that are in mainframe. Identify CICS transactions that are not in scope of CSRP. Confirm if the transactions are needed by other systems/third-parties going forward. If required, develop detailed plan for design of new interfaces and programs
350,000 150,000
Develop Detailed Plan to Disposition CICS Transactions
Develop detailed plan to disposition around 3,000 CICS transaction. Determine if transactions are already in scope of CSRP. If not, confirm with the business if transactions are required. If required, develop detailed plan for data migration and development of new user-interfaces and programs.
800,000
Remediation (build new jobs, interfaces in the new system)Execute the remediation solution by building new user-interfaces and programs.
1,200,000
Total: Analysis & Remediation 500,000 3,500,000 0
Archive StrategyDB2 subsystem and schema
Detailed assessment all Db2 Schema
Clients and IT develop Db2 schemas. So far there are approximately 500 Db2 sub-systems and schemas. Perform detailed assessment of all schemas and corresponding tables and analyze any jobs/Microsoft Access programs running on those schemas. Cross verify if all the jobs in CICS transactions running on these tables are already captured in the CICS and Batch Job activities.
600,000
Develop detailed plan to Disposition Db2 schema/tablePartner with architects and our business clients and determine if the schemas need to be retained. If they need to be retained, develop a detailed design for remediation
1,000,000
Total: Archival Strategy 1,600,000 0
Data Retrieval
Execute archival strategy and develop data retrieval mechanism and process
Migrate data to new database/archive location. Build user interfaces, jobs, and interfaces to retrieve data.
700,000
Total: Data Retrieval 700,000 0
Hardware Decommissioning
Mainframe LPAR Decommission
Assess connected middleware and database services; Backup of existing LPAR and disconnect integration with external systems, update inventory and following standard decommission process
200,000 200,000
Mainframe Enterprise Storage DecommissionAssess storage volume configuration; disable and shutdown mirroring and subsystems; Remove cable, Untether bracing and power off 100,000 120,000
Mainframe CPU (CEC) Decommission Deactivate data sharing LPAR and associated monitoring, cabling, seismic bracing and update internal inventory systems 100,000 100,000
Mainframe DLm/Data Domain (Tape workload) DecommissionShutdown mainframe backup tool and associated libraries; disposition backup content based on retention requirements
200,000 120,000
Mainframe NetComm Environment DecommissionAssess detail connection configuration and communication monitoring setup; retain integration configuration and following standard decommission process
200,000 200,000
Mainframe SAN Fabric Environment DecommissionDeactivate peripherals and all storage systems; format devices and remove cabling and attachments and following standard decommission process
200,000 60,000
Total: Hardware Decommissioning 1,000,000 800,000
Forecast
60
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Additional Decommissioning Costs
Mainframe Scheduler TWS Decommission
Assess scheduler integration configuration and make appropriate backups; Remove all agents and controllers; Remove additional services and following standard decommission process
150,000
Mainframe Middleware (ISV Products) Decommission Backup of all existing integration configuration and follow standard decommission process
220,000 100,000
Mainframe Middleware CICS Decommission Shutdown application regions; remove terminal resources and remove system definitions; power off and follow standard decommission process
200,000 50,000
Mainframe Database Decommission
Backup necessary content based on retention and business requirements; shutdown housekeeping jobs and remove databases; remove schemas and roles and following standard decommission process
230,000 200,000
Assessment of additional system software and system batch jobsDetail assessment of remaining system software and integrated services and provide disposition path and costs
200,000
Decommission and disposition of identified system software and batch jobs
Execute disposition plans for assessed applications and system software and follow standard or custom decommission process 650,000
Total: Additional Decommissioning Costs 1,000,000 1,000,000
GRAND TOTAL 500,000 7,800,000 1,800,000
61
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Anal
ysis
& R
emed
iatio
n of
Impa
cts o
f Dec
omis
sion
Tota
lBa
tch
Jobs
Sim
ple
Med
ium
Co
mpl
exSi
mpl
eM
ediu
mCo
mpl
exSi
mpl
eM
ediu
mCo
mpl
exSi
mpl
eM
ediu
mCo
mpl
exSi
mpl
eM
ediu
mCo
mpl
exSi
mpl
eM
ediu
mCo
mpl
ex
Deta
iled
asse
ssm
ent o
f all
Batc
h Jo
bs52
587
535
052
587
535
052
510
93.7
570
052
510
93.7
570
034
125
7109
3.8
4550
034
125
7109
3.75
4406
2.5
3000
00
Deve
lop
Deta
iled
Plan
to D
ispo
sitio
n Ba
tch
Jobs
00
01,
050
1,75
070
00
00
1837
.539
37.5
2800
00
011
9437
.525
5937
.517
4625
5500
00
Rem
edia
tion
(bui
ld n
ew jo
bs, i
nter
face
s in
the
new
syst
em)
00
026
343
817
50
00
2100
5250
2800
00
013
6500
3412
5017
2250
6500
00
Tota
l
CICS
Tra
nsac
tions
Sim
ple
Med
ium
Co
mpl
exSi
mpl
eM
ediu
mCo
mpl
exSi
mpl
eM
ediu
mCo
mpl
exSi
mpl
eM
ediu
mCo
mpl
exSi
mpl
eM
ediu
mCo
mpl
exSi
mpl
eM
ediu
mCo
mpl
ex
Deta
iled
asse
ssm
ent o
f all
CICS
Tra
nsac
tions
630
1050
420
270
450
180
1260
2887
.513
6554
012
37.5
585
8190
018
7688
8872
535
100
8043
7.5
2615
050
0000
Deve
lop
Deta
iled
Plan
to D
ispo
sitio
n CI
CS
Tran
sact
ions
00
090
01,
500
600
00
029
2560
0034
500
00
1901
2539
0000
2198
7580
0000
Rem
edia
tion
(bui
ld n
ew U
I, in
terf
aces
in th
e ne
w
syst
em)
00
018
030
012
00
00
3240
1050
048
000
00
2106
0068
2500
3069
0012
0000
0
Det
aile
d Pl
an P
hase
Num
ber o
f Bat
ch M
odul
esEf
fort
( Ho
urs)
Cost
- Bl
ende
d Ra
te =
$65/
hour
Year
202
1Ye
ar 2
022
Year
202
1Ye
ar 2
022
Year
202
1Ye
ar 2
022
Assu
mpt
ions
Det
aile
d as
sess
men
t Pha
se50
% B
atch
Mod
ules
will
be
asse
ssed
dur
ing
year
202
1 an
d 50
% d
urin
g ye
ar 2
022
30%
Sim
ple,
50%
Med
ium
and
20%
Com
plex
Bat
ch jo
bsEf
fort
- Si
mpl
e - 1
Hrs p
er S
impl
e M
odul
e, 1
.25
Hrs p
er M
ediu
m M
odul
e, 2
Hrs
per
Com
plex
Mod
ule
30%
Sim
ple,
50%
Med
ium
and
20%
Com
plex
Mod
ules
Effo
rt -
Sim
ple
- 1.7
5Hrs
per
Sim
ple
Mod
ule,
2.2
5 Hr
s per
Med
ium
Mod
ule,
4 H
rs p
er C
ompl
ex M
odul
eRe
med
iatio
n Ph
ase
25%
bat
ch jo
bs w
ill n
eed
to b
e re
med
iate
dEf
fort
- Si
mpl
e - 8
Hrs p
er S
impl
e M
odul
e, 1
2 Hr
s per
Med
ium
Mod
ule,
16
Hrs p
er C
ompl
ex M
odul
e
Det
aile
d Pl
an P
hase
Cost
- Bl
ende
d Ra
te =
$65/
hour
Year
202
1Ye
ar 2
022
Year
202
1Ye
ar 2
022
Year
202
1Ye
ar 2
022
Num
ber o
f CIC
S Tr
ansa
ctio
nsEf
fort
( Ho
urs)
Assu
mpt
ions
Det
aile
d as
sess
men
t Pha
se70
% C
ICS
Tran
sact
ions
will
be
asse
ssed
dur
ing
year
202
1 an
d 30
% d
urin
g ye
ar 2
022
30%
Sim
ple,
50%
Med
ium
and
20%
Com
plex
Tra
nsac
tion
Effo
rt -
Sim
ple
- 2Hr
s per
Sim
ple
Tran
sact
ion,
2.7
5 Hr
s per
Med
ium
Tra
nsac
tion,
3.2
5 Hr
s per
Com
plex
Tra
nsac
tion
30%
Sim
ple,
50%
Med
ium
and
20%
Com
plex
Tra
nsac
tion
Effo
rt -
Sim
ple
- 3.2
5Hrs
per
Sim
ple
Tran
sact
ion,
4 H
rs p
er M
ediu
m T
rans
actio
n, 5
.75
Hrs p
er C
ompl
ex T
rans
actio
nRe
med
iatio
n Ph
ase
20%
tran
sact
ions
will
nee
d to
be
rem
edia
ted
Effo
rt -
Sim
ple
- 18H
rs p
er S
impl
e Tr
ansa
ctio
n, 3
5 Hr
s per
Med
ium
Tra
nsac
tion,
40
Hrs p
er C
ompl
ex T
rans
actio
n
62
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Arch
ive
Stra
tegy
& D
ata
Retr
ieva
lTo
tal
Dat
a Ar
chiv
alSi
mpl
e M
ediu
m
Com
plex
Sim
ple
Med
ium
Com
plex
Sim
ple
Med
ium
Com
plex
Sim
ple
Med
ium
Com
plex
Sim
ple
Med
ium
Com
plex
Sim
ple
Med
ium
Com
plex
Deta
iled
asse
ssm
ent a
ll Db
2 Sc
hem
a0
00
150
250
100
00
022
5045
0024
000
00
1462
5029
2500
1612
5060
0000
Deve
lop
deta
iled
plan
to D
ispo
sitio
n Db
2 sc
hem
a/ta
ble
00
015
025
010
00
00
3600
8000
4000
00
023
4000
5200
0024
6000
1000
000
Exec
ute
arch
ival
stra
tegy
and
dev
elop
dat
a re
trie
val m
echa
nism
and
pro
cess
00
075
125
500
00
1800
6000
3000
00
011
7000
3900
0019
3000
7000
00
Det
aile
d Pl
an P
hase
Cost
- Bl
ende
d Ra
te =
$65/
hour
Year
202
1Ye
ar 2
022
Year
202
1Ye
ar 2
022
Year
202
1Ye
ar 2
022
Num
ber o
f DB2
Sch
emas
Effo
rt (
Hour
s)
Assu
mpt
ions
Det
aile
d as
sess
men
t Pha
seAl
l DB2
Sch
emas
will
be
asse
ssed
dur
ing
year
202
230
% S
impl
e, 5
0% M
ediu
m a
nd 2
0% D
B Sc
hem
asEf
fort
- Si
mpl
e - 1
5Hrs
per
Sim
ple
DB S
chem
a, 1
8 Hr
s per
Med
ium
DB
Sche
ma,
24
Hrs p
er C
ompl
ex D
B Sc
hem
a
30%
Sim
ple,
50%
Med
ium
and
20%
Com
plex
Tra
nsac
tion
Effo
rt -
Sim
ple
- 24H
rs p
er S
impl
e DB
Sch
ema,
32
Hrs p
er M
ediu
m D
B Sc
hem
a, 4
0 Hr
s per
Com
plex
DB
Sche
ma
Rem
edia
tion
Phas
e50
% D
B Sc
hem
as w
ill n
eed
to b
e re
med
iate
dEf
fort
- Si
mpl
e - 2
4Hrs
per
Sim
ple
DB S
chem
a, 4
8 Hr
s per
Med
ium
DB
Sche
ma,
60
Hrs p
er C
ompl
ex D
B Sc
hem
a
63
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Hard
war
e De
com
issi
onin
g20
2220
23Ha
rdw
are
Deco
mm
issio
ning
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riptio
nSi
mpl
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mpl
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mpl
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ediu
mCo
mpl
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mpl
eM
ediu
mCo
mpl
exSi
mpl
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ediu
mCo
mpl
ex
Mai
nfra
me
LPAR
De
com
miss
ion
·
P
lann
ing
and
valid
atin
g th
e pr
ereq
uisit
e fo
r the
dec
omm
issio
n·
Dec
omm
issio
n N
otifi
catio
n an
d Co
-ord
inat
ion
with
All
Stak
e Ho
lder
s.·
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omm
issio
n Ve
rific
atio
n an
d Ap
prov
al.
·
T
ake
a Go
lden
Bac
kup
of S
erve
r Pac
and
PAR
M M
embe
rs a
nd k
eep
it fo
r Req
uire
d Re
tent
ion
·
V
alid
ate
all M
iddl
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e an
d Da
taba
se S
ervi
ces a
re d
own.
·
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tdow
n th
e z/
OS
LPAR
·
Rem
ove
Disa
ster
Rec
over
y Au
tom
atio
n Po
licy
and
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igur
atio
ns.
·
R
emov
e th
e Ex
istin
g Fi
rew
all R
ule
asso
ciat
ed w
ith IP
’s an
d Re
clai
m th
e IP
’s.·
Rem
ove
it fr
om M
onito
ring,
ADD
M a
nd C
MDB
·
D
e-Ac
tivat
e th
e LP
AR fr
om H
MC
1177
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300
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7
15
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0
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00
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0
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9,50
0 20
0,00
0
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000
Mai
nfra
me
Ente
rpris
e St
orag
e De
com
miss
ion
·
P
lann
ing
and
valid
atin
g th
e pr
ereq
uisit
e fo
r the
dec
omm
issio
n·
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omm
issio
n N
otifi
catio
n an
d Co
-ord
inat
ion
with
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Stak
e Ho
lder
s.·
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omm
issio
n Ve
rific
atio
n an
d Ap
prov
al.
·
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hutd
own
all t
he A
ssoc
iate
d M
irror
ing
betw
een
Stor
age
Units
.·
Rem
ove
Disa
ster
Rec
over
y Au
tom
atio
n Po
licy
and
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igur
atio
ns.
·
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ake
a Go
lden
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kup
of a
ll Pr
imar
y CK
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lum
es a
nd k
eep
it fo
r Req
uire
d Re
tent
ion
·
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alid
ate
ther
e is
no H
ost c
onne
cted
to th
e St
orag
e Su
bsys
tem
s.
·
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orm
at a
ll CK
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lum
es a
nd U
nins
tall
all t
he L
icen
se a
ssoc
iate
d w
ith th
e St
orag
e Su
bsys
tem
s.·
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er o
ff H
ardw
are
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agem
ent C
onso
le.
·
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ower
off
Ent
erpr
ise
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age
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yste
ms.
·
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ove
All C
ablin
g as
soci
ated
with
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rage
Sub
syst
ems.
·
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ntet
her S
eism
ic B
raci
ng a
nd st
age
them
for E
-Was
te·
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ordi
nate
with
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aste
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dor t
o Di
sass
embl
e an
d Pl
ace
it fo
r Med
ia D
estr
uctio
n·
Rem
ove
it fr
om M
onito
ring,
ADD
M a
nd C
MDB
·
R
emov
e fr
om N
lyte
.
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800
138
70
6.15
1000
140
$39,
000.
00$5
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00.2
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00$9
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0,00
0
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nfra
me
CPU
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) De
com
miss
ion
·
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lann
ing
and
valid
atin
g th
e pr
ereq
uisit
e fo
r the
dec
omm
issio
n·
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omm
issio
n N
otifi
catio
n an
d Co
-ord
inat
ion
with
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e Ho
lder
s.·
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omm
issio
n Ve
rific
atio
n an
d Ap
prov
al.
·
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ecom
miss
ion
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ifica
tion
and
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rdin
atio
n w
ith A
ll St
ake
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ers.
·
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alid
ate
all z
/OS
LPAR
’s an
d Da
ta sh
arin
g LP
AR’s
are
deac
tivat
ed.
·
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ake
a Ba
ckup
of t
he H
MC
and
SE P
rofil
e co
nfig
urat
ion
back
ed u
p an
d ke
ep it
for R
eque
sted
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tent
ion
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d.·
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er o
ff H
ardw
are
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agem
ent C
onso
le.
·
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ower
off
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port
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men
t and
CEC
. ·
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ove
it fr
om M
onito
ring,
ADD
M a
nd C
MDB
·
R
emov
e Al
l Cab
ling
asso
ciat
ed w
ith C
EC.
·
U
ntet
her S
eism
ic B
raci
ng a
nd st
age
them
for P
icku
p.
·
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emov
e fr
om N
lyte
.
600
800
138
58
8
800
150
$39,
000.
00$5
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0$3
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00$9
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.00
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000
10
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0
Mai
nfra
me
DLm
/Dat
a Do
mai
n (T
ape
wor
kloa
d)
Deco
mm
issio
n
1200
1600
277
806
1000
40$7
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00$2
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me
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m
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ronm
ent
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216
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0$7
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0
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me
SAN
Fab
ric
Envi
ronm
ent
Deco
mm
issio
n
·
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lann
ing
and
valid
atin
g th
e pr
ereq
uisit
e fo
r the
dec
omm
issio
n·
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omm
issio
n N
otifi
catio
n an
d Co
-ord
inat
ion
with
All
Stak
e Ho
lder
s.·
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omm
issio
n Ve
rific
atio
n an
d Ap
prov
al.
·
V
alid
ate
all t
he S
tora
ge P
erip
hera
ls ar
e Po
wer
ed o
ff.
·
T
ake
a Go
lden
Cop
y of
Sw
itch
Conf
igur
atio
n an
d ke
ep it
for r
equi
red
Rete
ntio
n.·
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mat
the
Switc
h Co
nfig
urat
ion.
·
Rem
ove
the
FICO
N C
ablin
g as
soci
ated
with
Per
iphe
ral D
evic
es.
·
R
emov
e th
e IS
L Ca
blin
g fr
om D
WDM
Dev
ices
. ·
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er o
ff IB
M S
AN D
irect
or.
·
U
nrac
k th
e De
vice
from
Cab
inet
aft
er c
oolin
g of
f per
iod.
·
R
emov
e it
from
Mon
itorin
g, A
DDM
and
CM
DB.
·
R
emov
e it
from
Nly
te.
1200
1600
277
500
423
0$7
8,00
0.00
$104
,000
.00
$17,
999.
80$3
2,50
0.00
$27,
500.
20$0
.00
200,
000
60
,000
Tota
l38
8,50
0
520,
000
91,5
00
32
5,94
9
413,
600
60,4
50
1,00
0,00
0
80
0,00
0
Effo
rt (
Hour
s)Co
st -
Blen
ded
Rate
=$6
5/ho
urYe
ar 2
022
Year
202
3Ye
ar 2
022
Year
202
3
64
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Addi
tiona
l Dec
omis
sion
ing
Cost
s20
2220
23
Addi
tiona
l De
com
miss
ioni
ng C
osts
Desc
riptio
nSi
mpl
eM
ediu
mCo
mpl
exSi
mpl
eM
ediu
mCo
mpl
exSi
mpl
eM
ediu
mCo
mpl
exSi
mpl
eM
ediu
mCo
mpl
ex
Mai
nfra
me
Sche
dule
r TW
S De
com
miss
ion
· D
ecom
miss
ion
Not
ifica
tion
and
Co-o
rdin
atio
n w
ith A
ll St
ake
Hold
ers
·De
com
miss
ion
Verif
icat
ion
and
Appr
oval
. ·
Take
a G
olde
n Co
py b
acku
p of
Lon
g-Te
rm P
lan,
Cur
rent
Pla
n an
d Ho
liday
Cal
enda
r Co
nfig
urat
ion.
· V
a lid
ate
No
Jobs
are
bei
ng E
xecu
ted.
· R
e mov
e al
l TW
S Ag
ents
from
TW
S Co
ntro
ller
· S
hut D
own
TWS
Serv
ices
.·
Re m
ove
Defin
ition
s fro
m S
yste
m A
utom
atio
n an
d M
onito
ring.
· R
e mov
e it
from
ADD
M a
nd C
MDB
.·
Rem
ove
the
Cata
log
Item
from
Acc
ess O
rder
.·
Re m
ove
the
Exist
ing
Fire
wal
l Rul
e as
soci
ated
with
IP’s
and
Recl
aim
the
IP’s.
708
1000
600
$45,
999.
85$6
5,00
0.00
$39,
000.
00$0
.00
$0.0
0$0
.00
150,
000
Mai
nfra
me
Mid
dlew
are
(ISV
Prod
ucts
) De
com
miss
ion
· D
ecom
miss
ion
Not
ifica
tion
and
Co-o
rdin
atio
n w
ith A
ll St
ake
Hold
ers
· D
ecom
miss
ion
Verif
icat
ion
and
Appr
oval
.·
Ta k
e a
Gold
en C
opy
back
up o
f all
the
conf
igur
atio
n.·
Sh u
t Dow
n al
l Ser
vice
s.·
Re m
ove
Defin
ition
s fro
m S
yste
m A
utom
atio
n an
d M
onito
ring.
· R
e mov
e it
from
ADD
M a
nd C
MDB
.·
Rem
ove
the
Cata
log
Item
from
Acc
ess O
rder
.·
Re m
ove
the
Exist
ing
Fire
wal
l Rul
e as
soci
ated
with
IP’s
and
Recl
aim
the
IP’s.
1235
1750
400
638
800
100
$80,
250.
30$1
13,7
50.0
0$2
6,00
0.00
$41,
499.
90$5
2,00
0.00
$6,5
00.0
022
0,00
0
100,
000
Mai
nfra
me
Mid
dlew
are
CICS
Dec
omm
issio
n
· D
ecom
miss
ion
Not
ifica
tion
and
Co-o
rdin
atio
n w
ith A
ll St
ake
Hold
ers
·De
com
miss
ion
Verif
icat
ion
and
Appr
oval
. ·
Take
a G
olde
n Co
py b
acku
p of
all
the
CSD
Conf
igur
atio
n.·
Shu
t Dow
n al
l App
licat
ion
owni
ng R
egio
ns.
· S
hut D
own
all t
he T
erm
inal
and
Res
ourc
e O
wni
ng R
egio
ns.
· R
e mov
e De
finiti
ons f
rom
Sys
tem
Aut
omat
ion
and
Mon
itorin
g. ·
Rem
ove
it fr
om A
DDM
and
CM
DB·
Rem
ove
the
Cata
log
Item
from
Acc
ess O
rder
.·
Re m
ove
the
Exist
ing
Fire
wal
l Rul
e as
soci
ated
with
IP’s
and
Recl
aim
the
IP’s.
1200
1477
400
369.
2340
0$7
8,00
0.00
$95,
999.
80$2
6,00
0.00
$23,
999.
95$2
6,00
0.00
$0.0
020
0,00
0
50,0
00
Mai
nfra
me
Data
base
De
com
miss
ion
1288
.46
1750
500
1111
.54
1700
265
$83,
749.
90$1
13,7
50.0
0$3
2,50
0.00
$72,
250.
10$1
10,5
00.0
0$1
7,24
9.70
230,
000
20
0,00
0
Asse
ssm
ent o
f ad
ditio
nal s
yste
m
soft
war
e an
d sy
stem
ba
tch
jobs
1077
1700
300
00
0$6
9,99
9.80
$110
,500
.00
$19,
500.
00$0
.00
$0.0
0$0
.00
200,
000
Deco
mm
issio
n an
d di
spos
ition
of i
dent
ified
sy
stem
soft
war
e an
d ba
tch
jobs
00
035
0040
5024
50$0
.00
$0.0
0$0
.00
$227
,500
.00
$263
,250
.00
$159
,250
.00
650,
000
Tota
l35
8,00
0
499,
000
143,
000
36
5,25
0
451,
750
183,
000
1,00
0,00
0
1,
000,
000
Assu
mpt
ions
:Al
l the
abo
ve D
ecom
miss
ion
Step
s are
put
-tog
ethe
r, by
ass
umin
g th
ere
won
’t be
any
app
licat
ions
runn
ing
on M
ainf
ram
e, a
nd a
lso th
ere
will
be
a se
para
te so
lutio
n fo
r Dat
a Re
tent
ion
/ Re
trie
val i
n pl
ace.
Effo
rt (
Hour
s)Co
st -
Blen
ded
Rate
=$6
5/ho
urYe
ar 2
022
Year
202
3Ye
ar 2
022
Year
202
3
65
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Mai
nfra
me
Com
pone
nts
Qua
ntity
Mai
nfra
me
Hard
war
e M
IPS
6628
z/O
S LP
AR
20Da
ta S
harin
g LP
AR9
Db2
Subs
yste
ms
30Db
2 Da
taba
se20
00+
CICS
Reg
ions
25
0+
ISV
Soft
war
e Pr
oduc
ts
100+
CICS
Tra
nsac
tion
Defin
ition
15
00+
Rate
of T
rans
actio
ns /
Da
y25
M+
Ente
rpris
e Ti
er1
Stor
age
Capa
city
300+
TB
Disk
Vol
umes
allo
cate
d to
Hos
t60
00+
XRC
Volu
mes
in
Mirr
orin
g40
00+
Tape
Cap
acity
80
0+ T
BTa
pes
(Phy
sica
l and
Vi
rtua
l) 50
0K+
SAN
Dire
ctor
End
poin
ts 15
0+
Batc
h Jo
bs
5500
+
File
Cou
nts (
VSAM
, Non
-VS
AM, G
DG. e
tc.,)
2.5M
+
VTAM
Prin
ter S
yste
ms
2000
66
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Application Refresh- OU Cap Software ongoing maintenance
67
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Operationa
l Mainten
ance In
crea
ses
This no
n‐labo
r O&M co
st den
otes a
ntic
ipat
ed c
osts
for
attr
ibut
able
to m
ainten
ance and
ope
ratio
ns work
for p
roje
cts.
MSP Con
tract R
U or Resou
rce Increm
ental sup
port fo
r projects
This no
n‐labo
r O&M co
st is used to su
pport a
ddition
al M
SP
resources tha
t are nee
ded to su
pport the
OU capital p
roject once
the project transition
s to op
erations and
mainten
ance. The
se OU
capital p
roject den
otes new
work that are not co
vered in th
e MSP
contract.
Contingent W
orker Increm
ental
Cost to
supp
ort a
ddition
al co
ntingent worker n
eede
d to su
pport the
OU
capital p
roject once the project transition
s to op
erations and
mainten
ance.
68
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Application Refresh-O&M-OU Cap Software ongoing
maintenance- Itemized List
69
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
OU Cap
Softw
are Project N
ame
2021
: OU Ca
p So
ftware
Recurring
2022
: OU Ca
p So
ftware
Recurring
2023
: OU Ca
p So
ftware
Recurring
Grid M
anagem
ent C
apab
ility Refresh (G
MCR
) (AKA
: GE
Smallworld M
apping
System Refresh)
$23,74
3$2
3,74
3$2
3,74
3EP
M Ana
lytic
s Platfo
rm$3
53,977
$353
,977
$353
,977
Test Smart F
orm Too
l (TSFT)
$369
,969
$369
,969
$369
,969
Dam Hyd
ro M
onito
ring an
d Su
rveillance
$203
,045
$203
,045
$203
,045
WM‐ P
PM (P
h2)
$267
,060
$267
,060
$267
,060
System
D‐ P
hase 2 (N
etCo
m App
)$7
7,88
6$7
7,88
6$7
7,88
6Tran
sformer Con
nectivity
$1
4,77
9$1
4,77
9$1
4,77
9WM Portfo
lio M
anagem
ent
$550
,880
$550
,880
$550
,880
SORL (S
ubstation Ou
tage Req
uest Lo
g)$9
,419
$9,419
$9,419
Hydrog
raph
ic Qua
lity Co
ntrol
$18,97
7$1
8,97
7$1
8,97
7En
terprise Co
nten
t Man
agem
ent
$135
,450
$135
,450
$135
,450
EPM Business P
rocess Autom
ation
$54,62
3$5
4,62
3$5
4,62
3SC
MT
$99,82
5$9
9,82
5$9
9,82
5Ce
ntralized
Solution for V
ehicle Assig
nmen
t and
Inspectio
n D
$6,883
$6,883
$6,883
Operationa
l Reliability An
alysis Prog
ram (O
RAP)
$5,107
$5,107
$5,107
CS Fou
ndationa
l Enh
ancemen
ts, R
elea
ses &
Man
dates
(FKA
: Post C
SRP SA
P Re
leases & M
anda
tes)
$53,48
4$5
3,48
4$5
3,48
4Ad
vance An
alytics
$51,62
1$5
1,62
1$5
1,62
1Cu
stom
er In
form
ation & Data Man
agem
ent
$46,18
7$4
6,18
7$4
6,18
7Asset P
erform
ance M
anagem
ent &
Optim
izatio
n$3
3,56
8$3
3,56
8$3
3,56
8EP
M Cou
nterpa
rty Po
rtal
$23,32
5$2
3,32
5$2
3,32
5PSMP 2.0
$53,76
6$5
3,76
6$5
3,76
6Office Ergo
nomics
$3,356
$3,356
$3,356
Field To
ols L
ightweigh
t Solution
$199
,619
$199
,619
$199
,619
Substatio
n 3D
Design
$26,78
4$2
6,78
4$2
6,78
4Gr
id Con
trol Cen
ter p
hone
recording replacem
ent (FKA
: Even
tide ph
one recording replacem
ent)
$26,43
5$2
6,43
5$2
6,43
5Digital: Virtua
l Agent
$39,84
8$3
9,84
8$3
9,84
8OM
S alerts
$242
$242
$242
EE Portal R
eplatfo
rm$4
,951
$4,951
$4,951
Rate Design (FKA
: Residen
tial B
ill Red
esign)
$37,13
1$3
7,13
1$3
7,13
1
70
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
OU Cap
Softw
are Project N
ame
2021
: OU Ca
p So
ftware
Recurring
2022
: OU Ca
p So
ftware
Recurring
2023
: OU Ca
p So
ftware
Recurring
Mod
ernize & Expan
d Prod
ucts (F
KA: D
igita
l: Marketin
g $2
3,24
4$2
3,24
4$2
3,24
4JPA WM
$9,902
$9,902
$9,902
Digital: Alerts & Notificatio
ns (FK
A: Digita
l: Alerts and
No
tifica
tions (P
roactiv
e No
tifica
tions))
$10,56
6$2
8,98
0$2
,890
Grid M
anagem
ent D
ashb
oards
$102
,000
$102
,000
$102
,000
Project M
anagem
ent T
ool integratio
n for G
eneration (F
KA:
Prim
avera P6
integration for G
eneration)
$18,79
7$1
8,79
7$1
8,79
7$2
,956
,449
$2,974
,863
$2,948
,773
71
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Application Refresh- O&M Consulting & Professional
Services
72
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
CON
STAN
T $
C&PS
Tot
al2,
944,
000
5,52
9,00
05,
629,
000
2021
2022
2023
Just
ifica
tion
Cons
olid
ated
Mob
ile S
olut
ion
100,
000
100,
000
100,
000
Sust
aini
ng c
urre
nt le
vel o
f fun
ding
so th
at G
omoc
ha c
an p
rovi
de c
ontin
ued
supp
ort t
o fix
pro
duct
ion
issue
s and
pro
vide
ne
eded
bus
ines
s fun
ctio
nalit
y to
CM
S.
LEN
S50
,000
50,0
0050
,000
LEN
S is
used
to c
ondu
ct C
ircui
t Bre
aker
Ana
lysis
(CBA
) and
is u
sed
to te
st a
bout
12,
500
circ
uit b
reak
ers.
Som
e of
thes
e ci
rcui
t bre
aker
s (~1
,000
-1,2
00) a
re te
sted
usin
g CB
A to
satis
fy re
gula
tory
com
plia
nce
issue
s. T
his i
nclu
des N
ERC,
WEC
C an
d IS
O is
sues
.Sus
tain
ing
the
curr
ent l
evel
s of f
undi
ng fo
r the
Len
s Sof
twar
e w
ill e
nsur
e cu
rren
t ope
ratio
nal C
BA te
stin
g co
ntin
ues a
nd a
llow
for f
utur
e fix
es, u
pdat
es, a
nd e
nhan
cem
ents
.
Clic
k10
0,00
010
0,00
010
0,00
0Th
is is
a CO
TS (C
omm
erci
al O
ff-Th
e-Sh
elf)
appl
icat
ion
that
requ
ires v
endo
r sup
port
to fi
x pr
oduc
tion
issue
s and
to
impl
emen
t nee
ded
busin
ess f
unct
iona
lity
in p
rodu
ctio
n en
viro
nmen
t.
Dobl
e10
0,00
010
0,00
010
0,00
0Th
is is
a CO
TS (C
omm
erci
al O
ff-Th
e-Sh
elf)
appl
icat
ion
that
requ
ires v
endo
r sup
port
to fi
x pr
oduc
tion
issue
s and
to
impl
emen
t nee
ded
busin
ess f
unct
iona
lity
in p
rodu
ctio
n en
viro
nmen
t.
Aspe
n50
,000
50,0
0050
,000
This
is a
COTS
(Com
mer
cial
Off-
The-
Shel
f) ap
plic
atio
n th
at re
quire
s ven
dor s
uppo
rt to
fix
prod
uctio
n iss
ues a
nd to
im
plem
ent n
eede
d bu
sines
s fun
ctio
nalit
y in
pro
duct
ion
envi
ronm
ent.
Prim
aver
a50
,000
50,0
0050
,000
This
is a
COTS
(Com
mer
cial
Off-
The-
Shel
f) ap
plic
atio
n th
at re
quire
s ven
dor s
uppo
rt to
fix
prod
uctio
n iss
ues a
nd to
im
plem
ent n
eede
d bu
sines
s fun
ctio
nalit
y in
pro
duct
ion
envi
ronm
ent.
Spid
a50
,000
50,0
0050
,000
This
is a
COTS
(Com
mer
cial
Off-
The-
Shel
f) ap
plic
atio
n th
at re
quire
s ven
dor s
uppo
rt to
fix
prod
uctio
n iss
ues a
nd to
im
plem
ent n
eede
d bu
sines
s fun
ctio
nalit
y in
pro
duct
ion
envi
ronm
ent.
SEM
T15
0,00
015
0,00
015
0,00
0Th
is is
a CO
TS (C
omm
erci
al O
ff-Th
e-Sh
elf)
appl
icat
ion
that
requ
ires v
endo
r sup
port
to fi
x pr
oduc
tion
issue
s and
to
impl
emen
t nee
ded
busin
ess f
unct
iona
lity
in p
rodu
ctio
n en
viro
nmen
t.
SBS
25,0
0025
,000
25,0
00SB
S ga
tew
ay is
a v
endo
r sup
port
ed p
rodu
ct. T
his c
ost i
s use
d to
get
ven
dor s
uppo
rt to
add
ress
def
ect f
ixes
in th
e pr
oduc
tion
envi
ronm
ent.
Cym
e40
,000
40,0
0040
,000
CYM
E is
a ve
ndor
supp
orte
d ap
plic
atio
n. A
ll ch
ange
s are
don
e by
Ven
dor.
This
cost
is fo
r ven
dor t
o fix
pro
duct
ion
issue
s an
d to
impl
emen
t nee
ded
busin
ess f
unct
iona
lity
in th
e pr
oduc
tion
envi
ronm
ent.
ESRI
onl
ine
cred
it4,
800
4,80
04,
800
ESRI
onl
ine
cred
it is
used
for t
rain
ing
the
busin
ess c
omm
unity
and
IT.
ewor
ld50
,000
50,0
0050
,000
This
cost
is u
sed
to o
btai
n ve
ndor
supp
ort t
o fix
pro
duct
ion
issue
s and
to im
plem
ent n
eede
d bu
sines
s fun
ctio
nalit
y in
th
e pr
oduc
tion
envi
ronm
ent.
Desig
n M
anag
er50
,000
50,0
0050
,000
This
cost
is u
sed
to fi
x de
fect
s in
the
prod
uctio
n en
viro
nmen
t and
to im
plem
ent n
ew fu
nctio
nalit
y th
at is
nee
ded
by th
e bu
sines
s in
the
appl
icat
ion.
CMP-
Ope
nlin
k11
7,00
011
7,00
011
7,00
0M
aint
enan
ce o
f Ope
nlin
k Fo
rmul
a En
gine
requ
ires O
penl
ink
prof
essio
nal s
ervi
ces b
ecau
se it
is a
clo
sed
prop
rieta
ry
syst
em.
UI P
lann
er50
,000
50,0
0050
,000
Stan
dard
con
trac
t onl
y co
vers
app
licat
ion
bugs
and
ver
sions
. In
case
of a
ny tr
oubl
e sh
ootin
g an
d su
ppor
t out
side
of th
e st
anda
rd c
ontr
act,
a SO
W w
ill b
e iss
ued.
UI P
lann
er is
a c
ritic
al sy
stem
for f
inan
cial
pla
nnin
g an
d fo
reca
stin
g. A
nd it
re
quire
s tim
ely
supp
ort f
rom
ven
dor w
hen
urge
nt is
sues
aris
e.
Pow
er P
lan
390,
000
390,
000
390,
000
The
busin
ess h
as e
xpan
ded
the
capa
bilit
y in
Pow
er P
lan
spac
e in
clud
ing
Leas
e Ac
coun
ting
and
Tax
Repa
ir m
odul
es. T
his
cost
is to
supp
ort e
nhan
cem
ents
and
bre
ak fi
xes i
n th
e pr
oduc
tion
envi
ronm
ent.
UPC
S20
,000
20,0
0020
,000
The
stan
dard
con
trac
t onl
y co
vers
bug
fixe
s for
bas
ic fu
nctio
nalit
ies.
In c
ase
of is
sues
that
occ
ur o
utsid
e of
the
stan
dard
m
aint
enan
ce c
ontr
act,
addi
tiona
l tec
hnic
al su
ppor
t fro
m th
e ve
ndor
will
be
need
ed in
a ti
mel
y fa
shio
n. T
he a
pplic
atio
n su
ppor
ts th
e st
ate
man
date
d es
chea
tmen
t pro
cess
. If E
diso
n do
es n
ot c
ompl
y, E
diso
n w
ill b
e im
pose
d sig
nific
ant f
ine
by
the
stat
e ag
ency
.
Fore
cast
73
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
CON
STAN
T $
C&PS
Tot
al2,
944,
000
5,52
9,00
05,
629,
000
2021
2022
2023
Just
ifica
tion
Fore
cast
Tale
nd20
,000
20,0
0020
,000
The
stan
dard
con
trac
t onl
y co
vers
app
licat
ion
bugs
and
ver
sions
. In
case
of a
ny tr
oubl
e sh
ootin
g an
d su
ppor
t out
side
of
the
stan
dard
con
trac
t, SO
W w
ill b
e iss
ued.
Tal
end
is a
criti
cal E
TL to
ol su
ppor
ting
key
busin
ess a
reas
incl
udin
g Cu
stom
er
Serv
ice
and
Tran
smiss
ion
and
Dist
ribut
ion.
Tim
ely
supp
ort f
rom
the
vend
or is
requ
ired
whe
n ur
gent
issu
es a
rise.
Clou
dera
40,0
0040
,000
40,0
00
The
stan
dard
con
trac
t onl
y co
vers
app
licat
ion
bugs
and
ver
sions
. In
case
of a
ny tr
oubl
e sh
ootin
g an
d su
ppor
t out
side
of
the
stan
dard
con
trac
t, SO
W w
ill b
e iss
ued.
Had
oop
host
s cus
tom
er a
nd m
eter
inte
rval
dat
a su
ppor
ting
key
busin
ess
area
s inc
ludi
ng C
usto
mer
Ser
vice
and
Tra
nsm
issio
n an
d Di
strib
utio
n. T
imel
y su
ppor
t fro
m v
endo
r is r
equi
red
whe
n ur
gent
issu
es a
rise.
NER
C CI
P75
,000
75,0
0075
,000
This
is a
NER
C CI
P IT
syst
em w
hich
requ
ires a
nnua
l Vul
nera
bilit
y As
sess
men
ts (V
As).
An a
nnua
l Vul
nera
bilit
y As
sess
men
t m
ay g
ener
ate
findi
ngs t
hat r
equi
re so
ftw
are
publ
isher
pro
fess
iona
l ser
vice
s to
rem
edia
te.
IPC
50,0
0050
,000
50,0
00
IPC
is a
phon
e co
mm
unic
atio
n so
lutio
n fo
r rec
ordi
ng e
nerg
y an
d na
tura
l gas
trad
es w
hich
incl
udes
the
coor
dina
tion
of
ener
gy sc
hedu
les w
ith g
ener
atio
n fa
cilit
ies b
y GO
C Re
al T
ime
Ope
ratio
ns. I
t pro
vide
s effe
ctiv
e co
mm
unic
atio
n w
ith
CAIS
O a
nd g
ener
atio
n fa
cilit
ies a
nd a
udio
reco
rdin
gs to
supp
ort r
egul
ator
y an
d fin
anci
al tr
ansa
ctio
ns. B
usin
ess U
nit h
as
requ
este
d IT
to p
rovi
de O
&M
bud
get f
or th
e pu
blish
er’s
pro
fess
iona
l ser
vice
s for
rem
edia
ting
Cybe
rsec
urity
vu
lner
abili
ty.
Data
Cen
ter F
acili
ties
215,
200
215,
200
215,
200
Non
pro
ject
KTL
O (K
eep
the
Ligh
ts O
n) w
ork
for d
ata
cent
er e
quip
men
t rac
king
, sta
ckin
g, c
ablin
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d el
ectr
ical
wor
k.
611
Tele
com
182,
000
182,
000
182,
000
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ject
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O w
ork
for d
ata
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quip
men
t rac
king
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d el
ectr
ical
wor
k.Co
nfer
ence
Roo
m S
afet
y -
Spin
itar/
Sym
on75
0,00
075
0,00
075
0,00
0Th
is co
st is
use
d to
supp
ort a
ll En
terp
rise,
T&
D an
d Cu
stom
er S
ervi
ce c
onfe
renc
e ro
oms a
nd sa
fety
sign
age
Cust
omer
Ser
vice
Re-
Plat
form
(CSR
P)0
2,80
0,00
02,
900,
000
Curr
ently
CSR
P is
mai
ntai
ned
by H
CL T
echn
olog
ies.
CSR
P go
-live
occ
urs i
n 20
21. A
fter
202
1, C
SRP
stab
iliza
tion
effo
rts i
n pr
oduc
tion
will
occ
ur. C
SRP
C&PS
cos
t of $
2.8
mill
ion
in 2
022
and
$2.9
mill
ion
in 2
023
cove
rs b
reak
-fix,
enh
ance
men
t, an
d st
abili
zatio
n w
ork
afte
r CRS
P go
-live
.
Vend
or a
pplic
atio
n su
ppor
t are
nee
ded
from
ven
dors
like
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nTex
t, Itr
on, a
nd N
exan
t.
Ope
nTex
t pro
duct
s sup
port
our
Cus
tom
er C
orre
spon
denc
e an
d Bi
lling
Sta
tem
ent g
ener
atio
n pr
oces
ses,
as w
ell a
s do
cum
ent a
rchi
ve a
nd re
trie
val.
If w
e ar
e m
akin
g an
y m
ajor
cha
nges
on
thes
e pl
atfo
rms,
we
wou
ld e
ngag
e O
penT
ext
for s
uppo
rt.
CSRP
has
Itro
n pr
oduc
ts fo
r M
eter
Rea
ding
(AM
I) an
d M
eter
Dat
a M
anag
emen
t sys
tem
, as w
ell a
s int
egra
tion
to S
AP
for b
illin
g. E
diso
n re
quire
s sup
port
from
the
vend
or fo
r pro
duct
upd
ates
and
pat
ches
and
may
requ
ire a
dditi
onal
se
rvic
es if
we
mak
e ch
ange
s in
thei
r sol
utio
ns.
The
vend
or fo
r iEn
ergy
is N
exan
t. T
he iE
nerg
y pl
atfo
rm is
use
d to
man
age
cert
ain
Ener
gy E
ffici
ency
pro
gram
s. A
s th
ese
prog
ram
s gro
w a
nd c
hang
e, E
diso
n w
ill n
eed
to e
ngag
e N
exan
t to
supp
ort t
hese
cha
nges
.
Afar
i a10
0,00
0
Due
to th
e CS
RP im
plem
enta
tion
timin
g, A
faria
upg
rade
in 2
020
may
be
dela
yed
as th
ere
are
inte
rfac
es b
etw
een
Afar
ia a
nd C
usto
mer
Ser
vice
s app
licat
ion.
To
that
effe
ct, i
f Afa
ria e
ncou
nter
s pro
duct
ion
issue
s, v
endo
r sup
port
may
be
nee
ded
to h
elp
trou
bles
hoot
the
issue
.
74
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
CON
STAN
T $
C&PS
Tot
al2,
944,
000
5,52
9,00
05,
629,
000
2021
2022
2023
Just
ifica
tion
Fore
cast
Auto
cad
Map
3D55
,000
Due
to th
e CS
RP im
plem
enta
tion
timin
g, A
utoc
ad M
ap3D
upg
rade
in 2
020
may
be
dela
yed
as th
ere
are
inte
rfac
es
betw
een
Map
3D a
pplic
atio
n an
d Cu
stom
er S
ervi
ces a
pplic
atio
n. T
o th
at e
ffect
, if t
he M
ap3D
app
licat
ion
enco
unte
rs p
rodu
ctio
n iss
ues,
ven
dor s
uppo
rt m
ay b
e ne
eded
to h
elp
trou
bles
hoot
the
issue
.
GE
Smal
lwor
ld60
,000
Due
to th
e CS
RP im
plem
enta
tion
timin
g, G
E Sm
allw
orld
upg
rade
in 2
020
may
be
dela
yed
as th
ere
are
inte
rfac
es
betw
een
GE
Smal
lwor
ld a
pplic
atio
n an
d Cu
stom
er S
ervi
ces a
pplic
atio
n. T
o th
at e
ffect
, if t
he S
mal
lwor
ld
appl
icat
ion
enco
unte
rs p
rodu
ctio
n iss
ues,
ven
dor s
uppo
rt m
ay b
e ne
eded
to h
elp
trou
bles
hoot
the
issu
e.
NO
TE: D
ue to
the
new
CSR
P im
plem
enta
tion
timin
g, w
e re
mov
ed $
2.8
mill
ion
of
expe
cted
third
par
ty c
osts
su
ppor
ting
the
SAP
plat
form
af
ter t
he C
SRP
tran
sitio
n in
20
21, o
ffset
by
the
addi
tions
of
min
or a
pplic
atio
n re
fres
h su
ppor
t of $
215,
000
to p
ay
exte
nded
ven
dor s
uppo
rt
until
CSR
P fr
eeze
is li
fted
and
th
e ap
plic
atio
ns a
re u
pgra
ded
appr
opria
tely
.
75
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Application Refresh Capital Work Paper
76
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$40
$80
$120
$160
$200
$240
$280
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
250 0 0 0 0
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Software Maintenance and Replacement
1. Witness: L.Garris/R. Nanda
2. Asset type: Cap Soft 5yr
3. In-Service date: 12/01/2019
4. RO Model ID: 864
5. Pin: 3896
6. CWBS Element: CIT-00-DM-DM-000150
CWBS Description: Knowledge Base AI Platform- Infosys Mana
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
250
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
77
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$4,000
$8,000
$12,000
$16,000
$20,000
$24,000
$28,000
$32,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
9,496 16,875 17,359 22,456 29,270
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Software Maintenance and Replacement
1. Witness: L.Garris/R. Nanda
2. Asset type: Cap Soft 5yr
3. In-Service date: Specific Blanket
4. RO Model ID: 865
5. Pin: 3896
6. CWBS Element: CIT-00-SD-PM-000249
CWBS Description: Applications Refresh
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
95,456
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
78
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$200
$400
$600
$800
$1,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
850 0 0 0 0
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Software Maintenance and Replacement
1. Witness: L.Garris/R. Nanda
2. Asset type: Cap Soft 5yr
3. In-Service date: 12/01/2019
4. RO Model ID: 866
5. Pin: 3896
6. CWBS Element: CIT-00-SD-PM-000250
CWBS Description: Hana SP3 DB Upgrade
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
850
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
79
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
NOMINAL
$TO
TAL
4,75
0,93
27,39
3,11
110
,596
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16,875
,000
17,359
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22,455
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29,270
,000
Appl
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ion
Nam
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80
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
NOMINAL
$TO
TAL
4,75
0,93
27,39
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81
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
NOMINAL
$TO
TAL
4,75
0,93
27,39
3,11
110
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82
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Infrastructure Maintenance and Replacement-
Standardized Workpapers
83
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
(U 338-E)
2021 General Rate Case A.19-08-_____
Workpapers
February 2020
SCE-06 Enterprise Support Volume 1 Pt. 1 - Enterprise TechnologyTechnology Infrastructure Maintenance and Replacement
84
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Forecast
2021
Beginning of Workpapers for:
Labor
Total 21,784
0
13,279
8,505
26,681
0
Recorded/Adj.
2018
19,768
6,913
Other
Non-Labor
Description of Activity:
The Technology Infrastructure Maintenance and Replacement O&M work activity includes labor to
manage performance of Managed Services Providers performing acquisition, configuration, installation
of infrastructure hardware/software, as well as troubleshooting activities. It also consists of expenses
necessary to maintain the IT infrastructure hardware within SCE’s production data centers and are
provided through support agreements with the respective hardware vendors. The capitalized hardware
replacements benefit from purchasing prepaid maintenance agreements, typically over five years. After
the five-year period ends, the O&M hardware support expenses are accumulated, tracked, and
reported through non-labor expenses in this account.
This work activity also includes SCE labor and associated non-labor expenses for monitoring and
control of the Managed Services Providers’ performance in relation to the Service Desk, management
of the third-party vendor contractual obligations and performance for cellular and wireless, product
ordering, printing, audio and visual. Finally, it includes the management of cellular devices and
monthly plans, printers, software licensing renewals, computer accessories, and printers.
Cost Type
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Infrastructure Maintenance and Replacement
Witness: R. Nanda
2021 GRC Summary
(Constant 2018 $000)
Due to rounding, totals may not tie to individual items.
85
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Total
6,840
Total
Total
Recorded/Adj.
2014 2015 201820172016Cost Type
28,463 Labor
Non-Labor
Other
31,779
0
60,242
7,256
7,600
0
14,856
6,935
0
8,195
15,130
6,671
18,340
0
25,010
6,913
19,768
0
26,681
Forecast Methods - Summary of Results of Methods Studied
(Constant 2018 $000)
Results of Linear Trending
5 Years: 20214 Years: 20213 Years: 2021
r2*$r2*$r2*$
Results of Averaging
6,792 6,944 11,247
19,054 15,434 13,476 17,136
0 0 0 0
25,846 22,274 20,419 28,384
Other
Non-Labor
Labor
38,580
0
6,362 (10,595)
34,468 10,495
N/AN/A
0 0
6,796
45,376 40,830 (100)
0.00 0.48 0.51
0.84 0.86 0.04
Cost Type
2017 - 2018
Last Recorded Year
202120202019
26,681
0
19,768
6,913 6,913
19,768
0
26,681
6,913
19,768
0
26,681 Total
Other
Non-Labor
Labor
Cost Type
sd**
2 Years: 3 Years:
sd**2016 - 2018 sd**2015 - 2018
4 Years:
sd**2014 - 2018
5 Years:
121
714
0
120
5,152
0
208
5,605
0
8,610
8,873
0 Other
Non-Labor
Labor
Cost Type
N/A
N/A N/A N/A N/A
* r2 = R Squared (Based on recorded years data)
** sd = standard deviation (Based on recorded years data)
Itemized Forecast
202120202019
Total
Other
Non-Labor
Labor
Cost Type
21,784
0
13,279
8,505 8,240
15,245
0
23,485 20,239
0
12,734
7,505
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Infrastructure Maintenance and Replacement
Witness: R. Nanda
86
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Cost Type
Recorded/Adj.
2014 2015 Test Year20202019201820172016
28,463 Labor
Non-Labor
Other
Total
31,779
0
60,242
7,256
7,600
0
14,856
6,935
0
8,195
15,130
6,671
18,340
0
25,010
6,913
19,768
0
26,681
12,734
7,505
0
20,239
8,240
15,245
0
23,485
8,505
13,279
0
21,784
Please see the explanation for choosing an Itemized Forecast in testimony
Forecast
2021 GRC Selected Forecast Method
(Constant 2018 $000)
($000)
21,784
0
13,279
8,505 1,592
(6,489)
0
(4,897)
Method
Selected Forecast TY Forecast
Incr/(Decr) from
2018 Recorded/Adj
Itemized
Itemized
-
Analysis of Forecasting Methods
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Infrastructure Maintenance and Replacement
Witness: R. Nanda
Due to rounding, totals may not tie to individual items.
Analysis of Linear trending Method – In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded
expenses have shown a trend in a certain direction for three or more years, the last recorded year is an appropriate base
estimate.
Analysis of Averaging Method - In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded expenses
have significant fluctuations from year to year, or expenses are influenced by external forces beyond the utility’s control, an
average of recorded-expenses is appropriate.
Analysis of Last Recorded Year - In D.89-12-057, and subsequently in D.04-07-022, the CPUC stated that if recorded expenses
have been relatively stable for three or more years, the last recorded year is an appropriate base estimate.
Other Forecast Methods not Selected
87
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Total
Prior Year TotalTotal Change
Change
23,485 20,239 26,681 25,010 15,130 14,856 60,242
(45,386) 274 9,880 1,671 (6,442) 3,246 (1,701)
28,463 Labor
Non-Labor
Other
Total
31,779
0
60,242
Recorded /
Forecast
7,256
7,600
0
14,856
6,935
0
8,195
15,130
6,671
18,340
0
25,010
6,913
19,768
0
26,681
12,734
7,505
0
20,239
8,240
15,245
0
23,485
8,505
13,279
0
21,784
Labor Prior Year Total
Change
28,463
7,256
7,256
6,935
6,935
6,671
6,671
6,913
6,913
7,505
7,505
8,240
8,240
8,505
(21,207) (321) (264) 242 592 735 265
Recorded/Adj.
2014 2015 202120202019201820172016
Non-Labor Prior Year Total
Change
Total
Other Prior Year Total
Change
Total
31,779
(24,179)
7,600
7,600
8,195
595
18,340
10,145
18,340
19,768
1,428
19,768
12,734
(7,034)
12,734
15,245
2,511
15,245
13,279
(1,966)
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
8,195
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
2014 2015 2016 2017 2018 2019 2020 2021
NL L
Recorded/Adj. 2014-2018 / Forecast 2019-2021
Total 21,784 23,485 20,239 26,681 25,010 15,130 14,856
Cost Type
2021 GRC Year Over Year Variance
(Constant 2018 $000)
Forecast
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Infrastructure Maintenance and Replacement
Witness: R. Nanda
Due to rounding, totals may not tie to individual items.
88
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Summary of Changes:
Recorded (2014-2018)
Recorded/Adj.
2014 2015 202120202019201820172016Cost Type
28,463 Labor
Non-Labor
Other
Total
31,779
0
60,242
Recorded /
Forecast
7,256
7,600
0
14,856
6,935
0
8,195
15,130
6,671
18,340
0
25,010
6,913
19,768
0
26,681
12,734
7,505
0
20,239
8,240
15,245
0
23,485
8,505
13,279
0
21,784
See Testimony
Forecast (2019-2021)
See Testimony
See Testimony
2021 GRC Forecast Commentary
(Constant 2018 $000)
Forecast
Exhibit: SCE-06 Enterprise Support
Volume: Vol 1 Pt. 1 - Enterprise Technology
Business Planning Element: Enterprise Technology
Activity: Technology Infrastructure Maintenance and Replacement
Witness: R. Nanda
Due to rounding, totals may not tie to individual items.
89
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Capital Work Papers- Organic Growth
90
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$400
$800
$1,200
$1,600
$2,000
$2,400
$2,800
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
2,700 1,833 1,062 1,278 1,160
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: Specific Blanket
4. RO Model ID: 870
5. Pin: 3896
6. CWBS Element: CIT-00-OP-CS-000077
CWBS Description: Risk Management
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
8,033
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
91
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$2,000
$4,000
$6,000
$8,000
$10,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
5,256 9,163 5,310 6,390 9,887
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: Blanket
4. RO Model ID: 880
5. Pin: 7280
6. CWBS Element: CIT-00-OP-CS-000037
CWBS Description: IT Capacity Expansion
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
36,006
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
92
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Cap
acity
Gro
wth
2014
2015
2016
2017
2018
To
tals
2019
2020
2021
2022
2023
To
tals
IT C
apac
ity E
xpan
sion
217,
538
2,41
0,84
4
1,
646,
801
14,2
56,3
70
8,
184,
596
26,7
16,1
49
IT C
apac
ity R
isk
Man
agem
ent
464,
085
6,33
2
-
1,16
1,10
0
1,18
5,77
3
2,
817,
292
2,
700,
000
1,83
2,67
8
1,
062,
000
1,27
8,00
0
1,
160,
000
8,03
2,67
8
M
idra
nge
Sto
rage
- -
Mai
nfra
me
- -
Mid
Ran
ge-
3,78
0,35
2
7,79
6,03
0
4,
570,
517
5,71
8,51
7
8,
337,
756
30,2
03,1
72
M
id R
ange
App
lianc
es20
0,00
0
492,
000
692,
000
Net
wor
k-
440,
727
23
6,95
9
78
,783
78,7
83
78
,782
914,
034
Dis
k an
d T
ape
Sto
rage
- 40
3,00
0
75,5
00
7,
500
68,0
00
55
4,00
0
D
ata
Cen
ter
Ope
ratio
ns-
431,
600
63
8,40
0
58
5,20
0
58
5,20
0
1,
402,
635
3,64
3,03
5
T
otal
Cap
acity
Gro
wth
681,
623
2,41
7,17
7
1,
646,
801
15,4
17,4
71
9,
370,
370
29,5
33,4
41
7,95
5,67
9
10,9
96,0
67
6,37
2,00
0
7,
668,
000
11,0
47,1
73
44
,038
,919
T
estim
ony
681,
623
2,41
7,17
7
1,
646,
801
15,4
17,4
71
9,
370,
370
29,5
33,4
41
7,
955,
679
10
,996
,067
6,37
2,00
0
7,
668,
000
11,0
47,1
73
44
,038
,919
Rec
orde
dF
orec
ast
($)
93
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
1
Capa
city Gr
owth Tr
end
(NAS
& SA
N)20
16 to
201
9 (Till M
ay)
94
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Mon
thly Average usage of N
AS has grown by 77%
since Ja
nuary 20
16 till May 201
9
Th
e average year on year usage growth of N
AS is 8%
2
NA
S U
sag
e Tr
end
Mo
nth
ly U
sag
e Tr
end
Mic
roso
ft Ex
cel
Wor
kshe
et
95
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
3
SA
N U
sag
e Tr
end
Mon
thly Average usage of S
AN has grown by 19%
since Janu
ary 20
16 till May 201
9
Th
e average year on year usage growth of S
AN is 12%
Mic
roso
ft Ex
cel
Wor
kshe
et
Mo
nth
ly U
sag
e Tr
end
Yea
rly
Usa
ge
Tren
d
96
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
O&M Labor Work Paper- Data Center Infrastructure
97
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Dat
a C
ente
r Inf
rast
ruct
ure
2014
2015
2016
2017
2018
Tota
lsLa
bor
19,0
88,9
96
4,
615,
546
4,
322,
041
$
3,65
8,80
2
3,53
0,02
5
35,2
15,4
11
N
on-L
abor
24,9
35,3
24
6,
162,
916
5,
055,
443
4,
656,
574
8,
594,
724
49
,404
,981
44,0
24,3
21
10
,778
,462
9,37
7,48
4
8,31
5,37
6
12,1
24,7
49
84
,620
,392
Test
imon
y44
,024
,321
10,7
78,4
62
9,
377,
484
8,
315,
376
12
,124
,749
84,6
20,3
92
Rec
orde
d
98
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Dat
a C
ente
r Inf
rast
ruct
ure
2019
2020
2021
2022
2023
Tota
lsLa
bor
4,16
8,41
8
4,71
1,88
0
4,
977,
132
4,
977,
132
4,
977,
132
23
,811
,694
N
on-L
abor
4,63
8,96
3
4,64
6,46
3
5,18
0,64
45,
076,
808
5,
758,
500
25
,301
,378
- - - - -
8,80
7,38
1
9,35
8,34
3
10
,157
,776
10
,053
,941
10
,735
,632
49
,113
,072
Te
stim
ony
8,80
7,38
1
9,35
8,34
3
10
,157
,776
10
,053
,941
10
,735
,632
49
,113
,072
Prio
r am
ount
for n
on-la
bor i
n 20
21 w
as $
4,93
0,64
3. T
his w
as
upda
ted
to in
clud
e an
ad
ditio
nal $
250,
000
for o
ne y
ear
exte
nsio
n of
app
licat
ion
serv
er
mai
nten
ance
is re
flect
ed in
the
fore
cast
to a
lign
with
CSR
P im
plem
enta
tion
date
of e
arly
20
21
Fore
cast
($)
99
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Capital Work Papers- Mainframe Replacement
100
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$100
$200
$300
$400
$500
$600
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
578 0 0 0 0
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: Specific Blanket
4. RO Model ID: 882
5. Pin: 7329
6. CWBS Element: CIT-00-OP-CS-000004
CWBS Description: Mainframe Servers
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
578
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
101
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
17,218 9,200 5,022 3,863 3,221
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: Blanket
4. RO Model ID: 879
5. Pin: 7280
6. CWBS Element: CIT-00-OP-CS-000008
CWBS Description: Midrange Servers
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
38,524
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
102
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
1,011 6,500 3,316 2,584 2,133
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: Specific Blanket
4. RO Model ID: 881
5. Pin: 7281
6. CWBS Element: CIT-00-OP-CS-000009
CWBS Description: Midrange Storage
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
15,544
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
103
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
Rat
e-
- -
- -
- Q
ty-
- -
- -
- To
tal
- 1,
943,
628
6,77
5,28
7-
- -
- W
ith M
SP L
abor
578,
085
- -
- -
$ in
Fcs
t1,
943,
628
06,
775,
287
578,
085
- -
- -
*Ref
lect
s in
clus
ion
of C
SRP
avoi
danc
e be
nefit
of
$13,
412,
545
in 2
023
($ M
illion
s)
104
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Midrange Servers
Type 2014 2015 2016 2017 2018 TotalsUnix
CiscoDellHPIBMOracleNutanixTotal 18,680,699 9,141,670 8,826,355 8,771,722 12,338,495 57,758,940
18,680,699 9,141,670 8,826,355 8,771,722 12,338,495 57,758,940
2019 2020 2021 2022 2023 Totals
750,000 750,000 1,500,000 5,700,000 750,000 6,450,000 1,750,000 750,000 1,000,000 3,500,000 1,750,000 350,000 350,000 2,450,000
5,021,695 2,012,711 371,412 7,405,818 17,217,758 17,217,758 17,217,758 9,200,000 5,021,695 3,862,711 3,221,412 38,523,576 17,217,758 9,200,000 5,021,695 3,862,711 3,221,412 38,523,576
Recorded
Total with Installation ($)
18,680,699 9,141,670 8,826,355 8,771,722 12,338,495
-
57,758,940
This category includes Unix servers (IBM AIX, Oracle/Sun Solaris, and HP HPUX), Wintel servers (Windows and Linux on UCS, HP Blades).All estimates based on quantity of devices, either individual or composite (in the case of appliances).Costs listed is either actual quotes or extrapolations/averages/estimates from previously obtained quotesMSP labor for hardware installation and/or onfiguration estimated at 10% of hardware costHW cost estimates includes 5 year pre-paid support/maintenance
105
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Capital Work Papers - Data Center Network Replacement
106
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
$5,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
4,542 0 0 0 0
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: Specific Blanket
4. RO Model ID: 878
5. Pin: 7254
6. CWBS Element: CIT-00-OP-DC-000001
CWBS Description: Data Center Upgrade
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
4,542
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
107
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$2,000
$4,000
$6,000
$8,000
$10,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
2,531 8,000 7,088 8,663 7,000
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Telecommunications
3. In-Service date: Blanket
4. RO Model ID: 883
5. Pin: 7840
6. CWBS Element: CIT-00-OP-DC-000007
CWBS Description: ADC Network Refresh
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
33,281
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
108
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$20
$40
$60
$80
$100
$120
$140
$160
$180
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
163 0 0 0 0
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: 12/01/2019
4. RO Model ID: 872
5. Pin: 3896
6. CWBS Element: CIT-00-OP-DC-000008
CWBS Description: LBRO Migration of DC SW Apps & HW Infra
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
163
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
109
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
Net
wor
k4,
851,
257
1,63
0,01
87,
707,
452
9,63
4,95
77,
223,
944
7,23
5,99
08,
000,
000
7,08
7,50
08,
662,
500
7,00
0,00
0Total
4,851,257
1,630,018
7,707,452
9,634,957
7,223,944
7,235,990
8,000,000
7,087,500
8,662,500
7,000,000
Typ
eR
ate
2019
2020
2021
2022
2023
2019
2020
2021
2022
2023
App
lianc
e4
2726
2620
0.6
4.1
3.9
3.6
3.0
Fire
wal
l15
136
48
2.3
2.0
0.9
0.6
1.3
Load
Bal
ance
r6
220
50.
90.
33.
00.
8N
etw
ork
Agg
rega
tor
710
1.1
1.5
Net
wor
k S
niffe
r17
12.
60.
2P
roxy
Ser
ver
54
60.
80.
60.
9R
oute
r5
0.8
Sw
itch
12
13
30.
20.
30.
20.
50.
5W
irele
ss C
ontr
olle
r7
1.1
Tot
al7.
28.
07.
18.
77.
0
($M
illio
ns)
Qty
(D
evic
es)
Tot
al w
ith In
stal
latio
n ($
)
110
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Capital Work Papers - Appliance Replacement
111
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$4,000
$8,000
$12,000
$16,000
$20,000
$24,000
$28,000
$32,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
0 14,461 30,170 10,891 20,723
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: Specific Blanket
4. RO Model ID: 869
5. Pin: 3896
6. CWBS Element: CIT-00-DM-DM-000249
CWBS Description: (SMOO) Technology Appliances
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
76,245
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
112
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Tec
hnol
ogy
App
lianc
es20
1420
1520
1620
1720
18T
ota
lsB
DA
- -
- -
- -
Exa
data
Han
aM
edia
Ser
ver
Net
app
Net
Bac
kup
Net
wor
king
- -
- -
- -
Tes
timon
y-
-
-
-
--
Tec
hnol
ogy
App
lianc
es20
1920
2020
2120
2220
23T
ota
lsB
DA
4,50
0,00
0
57
5,00
0
5,07
5,00
0
E
xada
ta6,
411,
250
3,25
5,07
5
7,
825,
175
11,9
25,5
00
29,4
17,0
00
H
ana
16,5
32,5
00
2,49
0,50
0
4,
350,
000
23
,373
,000
Med
ia S
erve
r2,
300,
000
2,30
0,00
0
N
etap
p13
2,00
0
2,10
0,00
0
2,23
2,00
0
N
etB
acku
p5,
750,
000
5,75
0,00
0
11
,500
,000
Net
wor
king
2,34
7,50
0
2,34
7,50
0
-
14,4
61,2
5030
,169
,575
10
,890
,675
20
,723
,000
76
,244
,500
Tes
timon
y-
14,4
61,2
50
30,1
69,5
75
10,8
90,6
75
20,7
23,0
00
76
,244
,500
Rec
orde
d
For
ecas
t ($)
113
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Three-year refresh on Rugged
114
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Rug
ged
Dev
ice
Life
cycl
e
•M
odel
s in
ser
vice
now
and
futu
re r
elea
se fo
reca
st
Mod
el
Release Da
te
Life Cy
cle
4 years
Next Gen
eration
Dell Latitud
e 54
1420
15/201
620
2020
24
Dell Latitud
e 74
1420
1720
2120
25
Dell Latitud
e 72
1420
1720
2120
25
Dell Latiu
de74
0420
15/201
620
19/202
020
23/202
4
Dell Latitud
e 54
0420
15/201
620
19/202
020
23/202
4
Dell Latitud
e 72
0420
1420
1820
22
Dell Latitud
e 74
2420
1920
2320
27
Dell Latitud
e 72
1220
1920
2320
27
Dell Latitud
e 54
2420
1920
2320
27
115
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
2
Rug
ged
Life
cycl
eT
rans
itio
n M
anag
emen
t
•W
hy
are
man
aged
tra
nsi
tio
ns
imp
ort
ant?
M
igra
ting
to n
ew p
rodu
cts
is e
xpen
sive
and
tim
e co
nsum
ing
M
anag
ed tr
ansi
tions
pro
vide
vis
ibili
ty to
pro
duct
tra
nsiti
ons
and
enab
lecu
stom
ers
to p
lan
IT r
esou
rces
and
dep
loym
ents
•H
ow
do
es IT
man
age
tran
siti
on
s?
Rug
gedi
zed
lapt
op m
odel
s ha
ve lo
ng li
fecy
cles
(24
mon
ths)
with
man
aged
tran
sitio
ns o
f at
leas
t 60-
120
days
60 t
o 1
20 D
ays
New
Pro
du
ctO
ld P
rod
uct
24 M
on
ths
24 M
on
ths
116
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
PC Purchase Lifecycle
117
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Activ
e Pu
rcha
sing
Life
Qua
rterly Pric
e Ch
ecks
Configuration Re
view
sVe
ndor/Platfo
rm Review
3‐Year Life Cycle
4 an
d 5 ‐Yea
rExtensions
Span
Depreciatin
g a PC
over a
fourth to
five year saves
15% to
25%
dep
ending
on
mod
el; h
owever, m
igratio
n an
d stan
dardiza
tion
initiatives will be ad
versely
affected
.
Althou
gh delaying PC
purchases will im
prove cash flow
position
, long
‐term
business w
ill sp
end more to m
igrate te
chno
logy and
no
t be ab
le to
react a
s quickly to
business c
hang
e –we be
lieve
the op
timal life cy
cle fo
r most o
rgan
izatio
ns is 4 ye
ars for
desktops and
3 ye
ars for noteb
ooks.
PC Purchasing Life Cycle
118
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
End User Computing Forecast Justification
119
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$2,000
$4,000
$6,000
$8,000
$10,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
2,100 4,200 7,365 9,545 9,490
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: Blanket
4. RO Model ID: 873
5. Pin: 3896
6. CWBS Element: CIT-00-OP-SM-000027
CWBS Description: Monitors
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
32,700
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
120
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$20
$40
$60
$80
$100
$120
$140
$160
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
120 150 150 150 150
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Telecommunications
3. In-Service date: Blanket
4. RO Model ID: 874
5. Pin: 3896
6. CWBS Element: CIT-00-OP-SM-000028
CWBS Description: Radios
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
720
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
121
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
7,208 4,234 8,359 13,553 12,553
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: Blanket
4. RO Model ID: 875
5. Pin: 4359
6. CWBS Element: CIT-00-OP-SM-000001
CWBS Description: PC s - CDE
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
45,908
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
122
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
3,000 3,200 3,200 3,200 3,200
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: Blanket
4. RO Model ID: 876
5. Pin: 4359
6. CWBS Element: CIT-00-OP-SM-000005
CWBS Description: TDBU Refresh for Ruggedized Laptops
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
15,800
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
123
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$100
$200
$300
$400
$500
$600
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
600 400 400 400 300
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Computers
3. In-Service date: Blanket
4. RO Model ID: 877
5. Pin: 4359
6. CWBS Element: CIT-00-OP-SM-000006
CWBS Description: Specialty Printers for TDBU
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
2,100
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
124
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
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illio
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184
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475
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848
$25.
694
Ass
um
pti
on
s-
The
pric
e pe
r U
nit i
s in
clus
ive
of a
ll ta
xes,
shi
ppin
g, e
nviro
nmen
tal f
ees,
acc
esso
ries,
and
inst
alla
tion,
and
mod
els
- A
sig
nific
ant v
olum
e of
dev
ices
will
be
upgr
aded
to n
ew m
ode
ls in
201
9 as
par
t of t
he W
indo
ws
10 U
pgra
de
Pro
ject
due
to O
pera
ting
Sys
tem
com
para
bilit
y. T
here
fore
, the
202
0 re
fres
h vo
lum
e w
ill b
e lo
wer
- T
he v
olum
e of
des
ktop
s w
ill g
row
due
to th
e C
usto
mer
Ser
vice
Rep
latfo
rm P
rogr
am (
CS
RP
) ne
ed to
bui
ld n
ew
trai
ning
roo
ms.
- T
he a
vera
ge p
rice
per
unit
for
desk
tops
and
lapt
ops
will
go
up in
yea
rs 2
022
and
2023
bec
ause
Mic
roso
ft S
urfa
ce
Pro
lapt
ops
and
desk
top
new
er m
odel
s w
ill b
e in
trod
uced
in 2
019
due
to th
e W
ild F
ires
and
Veg
etat
ion
Man
agem
ent e
ffort
s an
d th
e de
vice
s w
ill n
eed
to s
tart
bei
ng r
efre
shed
afte
r 3
to 4
yea
rs-
Tab
lets
(A
pple
and
Mic
roso
ft P
ro ta
blet
s) w
ill b
e in
trod
uced
in 2
018
to 2
019
and
this
dev
ices
will
sta
rt b
eing
re
fres
hed
in 3
to 4
yea
rs, t
here
fore
ther
e is
an
incr
ease
in v
olum
e fo
r ta
blet
ref
resh
es s
tart
ing
in y
ear
2021
- D
igita
l Mon
itors
in S
CE
Com
man
d C
ente
rs h
ave
not b
een
refr
esh
ed w
ithin
thei
r 5
year
life
cyc
le in
the
entir
e co
mpa
ny, t
his
equi
pmen
t nee
ds to
be
refr
eshe
d st
artin
g in
202
0 bu
t the
mul
tiple
dis
play
s w
alls
will
beg
in th
eir
refr
esh
proc
ess
in y
ears
202
2 an
d 20
23, t
here
fore
ther
e is
an
incr
ease
in v
olum
e an
d co
st in
yea
rs 2
021
to 2
023
EN
D U
SE
R C
OM
PU
TIN
G R
EF
RE
SH
PL
AN
CY
CL
E A
T 2
5% P
ER
YE
AR
2019
2020
2021
2022
2023
125
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Item
Mo
del
Des
crip
tio
n20
1420
1520
1620
1720
1820
19
T78
10
Ven
dor
typi
cally
rel
ease
s 4
new
des
ktop
mod
els
per
year
. A
s ea
ch n
ew m
odel
is r
elea
sed,
new
er
com
pone
nts
are
intr
oduc
ed.
For
exa
mpl
e, la
rger
ha
rd d
rive
capa
city
, new
pro
cess
ors,
impr
oved
vi
deo
grap
hics
, and
add
ition
al im
prov
ed
tech
nolo
gies
Bas
e C
ost
-$
11
,220
$
E
OL
Tax
-$
1,
010
$
-$
S
hipp
ing
-$
71
$
-$
In
stal
latio
n-
$
95$
-
$
To
tal
-$
12
,396
$
-
$
T79
10
Ven
dor
typi
cally
rel
ease
s 4
new
des
ktop
mod
els
per
year
. A
s ea
ch n
ew m
odel
is r
elea
sed,
new
er
com
pone
nts
are
intr
oduc
ed.
For
exa
mpl
e, la
rger
ha
rd d
rive
capa
city
, new
pro
cess
ors,
impr
oved
vi
deo
grap
hics
, and
add
ition
al im
prov
ed
tech
nolo
gies
Bas
e C
ost
-$
6,
838
$
6,83
8$
T
ax-
$
615
$
61
5$
Shi
ppin
g-
$
-$
-
$
Inst
alla
tion
-$
-
$
-$
T
ota
l-
$
7,45
3$
7,
453
$
9020
SF
F
Ven
dor
typi
cally
rel
ease
s 4
new
des
ktop
mod
els
per
year
. A
s ea
ch n
ew m
odel
is r
elea
sed,
new
er
com
pone
nts
are
intr
oduc
ed.
For
exa
mpl
e, la
rger
ha
rd d
rive
capa
city
, new
pro
cess
ors,
impr
oved
vi
deo
grap
hics
, and
add
ition
al im
prov
ed
tech
nolo
gies
Bas
e C
ost
-$
74
7.00
747.
00T
ax-
$
67$
67
$
Shi
ppin
g-
$
-$
-
$
Inst
alla
tion
-$
-
$
-$
T
ota
l-
$
814
$
81
4$
9020
MT
Ven
dor
typi
cally
rel
ease
s 4
new
des
ktop
mod
els
per
year
. A
s ea
ch n
ew m
odel
is r
elea
sed,
new
er
com
pone
nts
are
intr
oduc
ed.
For
exa
mpl
e, la
rger
ha
rd d
rive
capa
city
, new
pro
cess
ors,
impr
oved
vi
deo
grap
hics
, and
add
ition
al im
prov
ed
tech
nolo
gies
Bas
e C
ost
-$
10
26.0
010
26.0
0T
ax-
$
92$
92
$
Shi
ppin
g-
$
-$
-
$
Inst
alla
tion
-$
-
$
-$
T
ota
l-
$
1,11
8$
1,
118
$
7040
SF
F
Ven
dor
typi
cally
rel
ease
s 4
new
des
ktop
mod
els
per
year
. A
s ea
ch n
ew m
odel
is r
elea
sed,
new
er
com
pone
nts
are
intr
oduc
ed.
For
exa
mpl
e, la
rger
ha
rd d
rive
capa
city
, new
pro
cess
ors,
impr
oved
vi
deo
grap
hics
, and
add
ition
al im
prov
ed
tech
nolo
gies
Bas
e C
ost
-$
-
$
-$
10
36.0
0
Sum
mar
y of
Dev
ice
& M
onito
rsP
urch
ases
Desktop
126
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Item
Mo
del
Des
crip
tio
n20
1420
1520
1620
1720
1820
19
Sum
mar
y of
Dev
ice
& M
onito
rsP
urch
ases T
ax-
$
-$
-
$
93$
S
hipp
ing
-$
-
$
-$
-
$
Inst
alla
tion
-$
-
$
-$
-
$
To
tal
-$
-
$
-$
1,
129
$
7050
SF
F
Ven
dor
typi
cally
rel
ease
s 4
new
des
ktop
mod
els
per
year
. A
s ea
ch n
ew m
odel
is r
elea
sed,
new
er
com
pone
nts
are
intr
oduc
ed.
For
exa
mpl
e, la
rger
ha
rd d
rive
capa
city
, new
pro
cess
ors,
impr
oved
vi
deo
grap
hics
, and
add
ition
al im
prov
ed
tech
nolo
gies
Bas
e C
ost
-$
-
$
-$
10
36.0
0T
ax-
$
-$
-
$
93$
S
hipp
ing
-$
-
$
-$
-
$
Inst
alla
tion
-$
-
$
-$
-
$
To
tal
-$
-
$
-$
1,
129
$
T79
20
Ven
dor
typi
cally
rel
ease
s 4
new
des
ktop
mod
els
per
year
. A
s ea
ch n
ew m
odel
is r
elea
sed,
new
er
com
pone
nts
are
intr
oduc
ed.
For
exa
mpl
e, la
rger
ha
rd d
rive
capa
city
, new
pro
cess
ors,
impr
oved
vi
deo
grap
hics
, and
add
ition
al im
prov
ed
tech
nolo
gies
Bas
e C
ost
-$
-
$
-$
-
$
8,10
0$
Tax
-$
-
$
-$
-
$
729
$
Shi
ppin
g-
$
-$
-
$
-$
-
$
Inst
alla
tion
-$
-
$
-$
-
$
-$
T
ota
l-
$
-$
-
$
-$
8,
829
$
M55
10T
his
is th
e ne
w r
elea
se o
f thi
s m
odel
. G
ener
ally
, th
is is
the
high
poin
t in
cost
for
any
unit.
Bas
e C
ost
-$
-
$
2016
.00
2016
.00
EO
LT
ax-
$
-$
18
1$
181
$
S
hipp
ing
-$
-
$
-$
-
$
Inst
alla
tion
-$
-
$
-$
-
$
To
tal
-$
-
$
2,19
7$
2,
197
$
M55
20T
his
is th
e ne
w r
elea
se o
f thi
s m
odel
. G
ener
ally
, th
is is
the
high
poin
t in
cost
for
any
unit.
Bas
e C
ost
-$
-
$
-$
-
$
2016
.00
2016
.00
Tax
-$
-
$
-$
-
$
181
$
181
$
Shi
ppin
g-
$
-$
-
$
-$
-
$
-$
In
stal
latio
n-
$
-$
-
$
-$
-
$
-$
T
ota
l-
$
-$
-
$
-$
2,
197
$
2,
197
$
E74
50S
econ
d ye
ar o
f thi
s m
odel
. Pric
e de
crea
ses
the
long
er th
e un
it ha
s be
en a
vaila
ble
in th
e m
arke
t.B
ase
Cos
t-
$
1,25
6$
1,
256
$
EO
LT
ax-
$
113
$
11
3$
Shi
ppin
g-
$
-$
-
$
Inst
alla
tion
-$
-
$
-$
T
ota
l-
$
1,36
9$
1,
369
$
127
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Item
Mo
del
Des
crip
tio
n20
1420
1520
1620
1720
1820
19
Sum
mar
y of
Dev
ice
& M
onito
rsP
urch
ases
E64
30
Thi
s is
the
first
rel
ease
of t
his
mod
el.
New
mod
el
dock
req
uire
d.B
ase
Cos
t1,
472
$
1,47
2$
E
OL
Tax
132
$
13
2$
-$
S
hipp
ing
-$
-
$
-$
In
stal
latio
n-
$
-$
-
$
To
tal
1,60
4$
1,
604
$
-$
E64
40
Thi
s is
the
first
rel
ease
of t
his
mod
el.
New
mod
el
dock
req
uire
d.B
ase
Cos
t1,
196
$
EO
LE
OL
Tax
108
$
-
$
-$
S
hipp
ing
-$
-
$
-$
In
stal
latio
n-
$
-$
-
$
To
tal
1,30
3$
-
$
-$
E65
40
Thi
s is
the
first
rel
ease
of t
his
mod
el.
New
mod
el
dock
req
uire
d.B
ase
Cos
t1,
370
$
EO
LE
OL
Tax
123
$
-
$
-$
S
hipp
ing
-$
-
$
-$
In
stal
latio
n-
$
-$
-
$
To
tal
1,49
3$
-
$
-$
128
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Item
Mo
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Sum
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129
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Item
Mo
del
Des
crip
tio
n20
1420
1520
1620
1720
1820
19
Sum
mar
y of
Dev
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& M
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130
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Item
Mo
del
Des
crip
tio
n20
1420
1520
1620
1720
1820
19
Sum
mar
y of
Dev
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131
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Item
Mo
del
Des
crip
tio
n20
1420
1520
1620
1720
1820
19
Sum
mar
y of
Dev
ice
& M
onito
rsP
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ases
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ary
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irect
ly to
Edi
son
Digita Plotters
132
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Capital Work Papers - Technology Adoption
133
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
Year
Southern California Edison
2021 GRC Capital Workpapers
Cost Estimates - Nominal ($000)
20202019 2021 2022 2023
3,350 5,455 4,868 5,248 11,780
Exhibit: SCE-06 Enterprise Support
Volume: Enterprise Technology Volume 1 Pt. 1
Business Plan Group: Enterprise Support
Business Plan Element: Enterprise Technology
GRC Activity: Technology Infrastructure Maintenance and Replacement
1. Witness: R. Nanda
2. Asset type: Cap Soft 5yr
3. In-Service date: Specific Blanket
4. RO Model ID: 871
5. Pin: 3896
6. CWBS Element: CIT-00-OP-CS-000079
CWBS Description: Cloud Infrastructure
7. SRIIM Eligible: No
SCE$
2019 - 2023 Total
30,701
2021 GRC - Capital Expenditures Forecast
Due to rounding, totals may not tie to individual items.
2019 2020 2021 2022 2023
134
Workpaper – Southern California Edison / 2021 General Rate Case
Exhibit No. SCE-06 Vol.01 Pt 01A Witnesses: Various
Tec
hnol
ogy
Ado
ptio
n20
1920
2020
2120
2220
23T
ota
lsC
loud
1,66
2,60
0
13
0,00
0
192,
433
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033
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iabi
lity
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000
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usin
ess
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ter
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otal
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For
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t ($)
135