NAR IMPROVEMENT PROJECT IMPLEMENTATION PLAN QUARTERLY REPORT MARCH MAY, 2012

EMD Workforce Development

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P ARTNERS in PROGRESS

Implementation of NAR and Associated processes

CONTENTS:
Purpose of the NAR Improvement Project........................................................................................................................................................................ 3 Objectives ......................................................................................................................................................................................................................... 3 Measuring our success ................................................................................................................................................................................................... 3 Purpose of this Report ........................................................................................................................................................................................................ 3 Recommendations ................................................................................................................................................................................................................... 3 Background.............................................................................................................................................................................................................................. 4 Stream 1 NAR business rules and Work procedures ................................................................................................................................................... 4 Work Procedures & Business Rules ....................................................................................................................................................................................... 4 Standards and Checklists ...................................................................................................................................................................................................... 4 Stream 2 Forecasting ............................................................................................................................................................................................................. 5 Stream 3 Snr DOps/NOCs Transition ...................................................................................................................................................................................... 5 Stream 4 Prework for Live Pilot .............................................................................................................................................................................................. 5 Stream 5 - Sequencing .............................................................................................................................................................................................................. 5 Stream 6 Upskill (Training Initiative) ...................................................................................................................................................................................... 5 Change Management & Engagement ........................................................................................................................................................................................ 6 Official Communication ........................................................................................................................................................................................................ 6 Informal Communication...................................................................................................................................................................................................... 7

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Implementation of NAR and Associated processes

PURPOSE OF THE NAR IMPROVEMENT PROJECT

In May, 2011, Trevor Armstrong sent an email to all staff advising them of the the NAR Improvement project. The purpose and objectives of the NAR Improvement project then and now are below: OBJECTIVES Improve the Network Access Request (NAR) process for all projects and maintenance works requiring access to the network via Systems Control, so that projects are completed no later than the agreed, practical, completion date. Reduce % of cancellations for Network Access Requests. Develop a structured process of managing the volume of commissioning work to reduce the current piece meal delivery to the Control Room (i.e., forecast of works for commissioning). Improve accuracy and quality of stages of commissioning enabling the Control Room to effectively process Network Access Request and reduce cancellations. Improved process for System Control, DOR and T&SO of working together to ensure Network Access Requests are processed on the agreed date. MEASURING OUR SUCCESS 1. % of commissions completed on time (to be refined by NAR Management Group). 2. Reduction in dollar cost of cancellation work. Ausgrid will dedicate resources and personnel to participate in workgroups necessary for each of the key Phases including work instructions, business rules, NAR templates, Upskill (training program), Forecasting, and any other technical support required for effective implementation. Project management will be a collective responsibility EMD will project manage the NARS implementation, and the NAR Management Group will be the major decision-making body for any critical decisions as the implementation progresses.

PURPOSE OF THIS REPORT

The purpose of this report is to provide a quarterly update to the NAR Improvement Management Group (NARMIG) and Ausgrid senior executive on progress towards achieving activities and milestones in implementing a new NAR process. This report covers the period March May 2012.

RECOMMENDATIONS
Ausgrids project management accept the quarterly report
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Implementation of NAR and Associated processes

NARMIG receive and note the report .

BACKGROUND
From January March, 2012, EMD undertook a final conditions starting review. This report was tabled at the NARMIG meeting held on XXXXX (FEBRUARY?), and represented the first formal quarterly review of the NAR improvement project. At this meeting on XXXXXX, NARMIG requested EMD proceed to undertake more work on the cost/benefit analysis, consult and revise the implementation plan, including the resource plan and GANTT chart. NARMIG also endorsed further work to be undertaken in relation to implementing forecasting, and to continue to proceed with the design of training for the NAR process. Consultation occurred with the following managers in the design of the implementation plan, resource plan and the GANTT chart. The cost/benefit analysis (and its additional work on cancelled NARS) was circulated to the NARMIG on 15 May 2012. The working implementation plan, including the resource plan, was circulated to the NARMIG on 22 May, 2012. This report contains a progress report on the additional work undertaken during March May 2012.

STREAM 1 NAR BUSINESS RULES AND WORK PROCEDURES

WORK PROCEDURES & BUSINESS RULES Where work procedures exist, different formats and approaches are used in Ausgrid. EMD designed a Draft work statement for application across the NAR process. This has been road tested in the forecasting process (see Stream 2 below). Based on international quality standards, modified for simplicity and readability, this work statement will be used to develop NAR business rules and work procedures (until such time as Ausgrid has developed a universally standard). STANDARDS AND CHECKLISTS 18 NARs examples have already been developed, with informal endorsement of them from Sydney Control Room. Advice from the Newcastle Control Room has been to refrain from providing resources to move this forward until they have greater clarity from Peter York on the NAR process project continuance. There have also been some additional examples developed and these will be socialised within Control Room and other staff representatives, once there has been approval for this via endorsement of the Working Implementation Plan.

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Implementation of NAR and Associated processes

A draft checklist has been developed, and has had some feedback from staff reps, however, further consultation and design work on this has been suspended pending approval of the Working Implementation Plan.

STREAM 2 FORECASTING
(Peter you will need to complete) forecasting interim software process, SRR progress, Forecast work procedures

STREAM 3 SNR DOPS/NOCS TRANSITION

Further consultation has occurred with managers and staff to bring clarity to the major areas where transition arrangements need to apply. This clarity now appears in the Working Implementation plan and its associated Resource Plan. As part of this consultation, it has been surfaced that management and staff in the NOC area in Sydney and Wallsend, would like a more formal development program (see Stream 7 below Upskill).

STREAM 4 PREWORK FOR LIVE PILOT

(PETER, DO YOU HAVE ANYTHING TO ADD HERE?)

STREAM 5 - SEQUENCING
The option for a quick win here has been identified by EMD.

STREAM 6 UPSKILL (TRAINING INITIATIVE)

This is subject to a separate report. Discussion with Chris Migocki and John Donkin, and NOC staff in Sydney have been occurring on options for professional development for NOCs. This framework is in early stages of development and it is expected that more consultation will need to occur before a final program design is provided to a future NARMIG meeting.

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Implementation of NAR and Associated processes

A number of areas of capability development have been identified as a result of reviewing the proposed transition from Snr DOps to NOCs of accountabilities in the NAR process to perform NAR checks. These are: technical advice for NARs (knowledge required) field switching experience for NARs (skills/knowledge required) As part of the implementation of the NAR process, a number of actions will be taken to develop these capabilities including but not limited to parallel checking by Snr DOps/NOCs. This professional development program could support and complement these initiatives, or stand on its own merits. Some of the suggestions for a development program have included the following: Assessment by the relevant manager of the capabilities of all NOCs to perform NAR checks, and assistance with identifying what development options may exist (eg., undertake the NAR training, or something additional for the individual) NOC rotation on a bi-monthly basis into the regions under their remit, one week at a time, to be located in the operations region, physically located either near to Snr DOps or IOs in that region (this depends upon the accommodation set up in each region) Attendance at regular management forums in the respective region, to give and receive feedback on the NAR process checks Onsite visits as part of the bimonthly rotation, with a Snr DOp to view strategic maintenance and commissioning projects underway (or about to be underway). The design of this professional development program could be included as part of the NAR project, or it could be undertaken as a separate exercise by Ausgrid.

CHANGE MANAGEMENT & ENGAGEMENT

OFFICIAL COMMUNICATION The last official communication from the Executive Sponsor was July 2011. Since then, there have been repeated requests from staff in TSO and DOR for updates on progress. Up until February 2012, these were provided verbally, however, the length of time that had elapsed between formal communications was now critical. EMD engaged with the TSO Comms unit, who had agreed they were also acting on behalf of the DOR comms unit. By end March, 2012, agreement had been reached in the design of an official comms strategy, and EMD had provided content to the Comms team for insertion in management briefings and team meetings. As at 31 May 2012, no official communications on the NAR process have been provided to staff in TSO and DOR

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COMMUNICATION BETWEEN PROJECT SPONSOR AND EMD

From March to May 2012, EMD made 4 formal requests to meet with the Project Sponsor, Peter York, to update him on project developments. In each instance, the meeting was cancelled by Peter York and not rescheduled. INFORMAL COMMUNICATION As part of finalising the Implementation Plan, EMD conducted manager meetings within DOR from mid April until mid May, 2012 (a request to do similar in TSO was refused). At these meetings, EMD has also been providing managers with an update on the status of the project.

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