Utility giant CenterPoint Energy has launched a radical transformation of its function P2P. The Buy Right, pay right project includes the development, implementation and dissemination of Procure-to-pay component of society in an end-to-end through the full function and continuous integration of people. We spoke with the project manager Julieene Sugarek program, see the obstacles, critical success factors and the importance of being"Watch-heavy" …
Q: Julienne, we start just from a glance at Buy Right, right project to pay have been involved with you. Can you tell us a little 'background about the program and your role in it?
Julienne Sugarek: We wanted the process, take a look at our Procure-to-Pay, and based on this analysis, we found some ways to make things more efficient, we have been reengineering itself. This was basically a commitment basis inour purchasing and accounts payable services, as well as operations, where they wanted to see us move to a process more efficient, more automated, as is the desire from the top to strengthen our internal controls. We also have a model of continuous improvement, and this is another factor that led to this project. My role in the project is Project Manager.
Q: Did the project as an intentional "mistake-heavy" means. What is this and whyThis approach was adopted?
JS: As usual for projects that we sponsor and a team of executive government. Our team consists of representatives of government makes sure that because of our operations on board with the direction in which we move. For this reason, we have an additional level of control, which we call the Council administration. This is a small group of leaders in the areas most affected including the purchase, bills, our projectOffice Management and Information Technology. They wanted to be set for the project in day to day supervision, because they have a vision for the future, and they want to ensure that we remain faithful to this vision.
Q: What were the tools used in the program were chosen and why?
JS is: the analysis phase of the project, we used a mapping of processes and tool Excel lets you talk in this way there through every step in the supply of pay-purchase. These instruments were selected because we view a necessary step to obtain a deeper understanding of a pas de deux, and the different way of requisition people who complete each stage of the process, which As the admission is certainly necessary, but, like permit is issued – or e-mail, by electronic signature or a manual – may vary, and can be found in some cases all of the above apply. The Excel tool has facilitate the discussion and highlight theFragmentation that exists, and has allowed us and the process maps created. For the future establishment of the one process, we worked with a consulting firm to create process flows based on best practices, and we have also prepared the tables accompanying the DESCRIBE stage to what the process is done in every field on stream. We took that in meetings with our design team to give them something to react and build on how to create our future-state processes.
Q:far in the project you are now?
JS: We have concluded is the analysis and processes are shaping our future-and we are currently implement process changes that users have a minimum visibility for our finished products, while technology is developed and during implementation of our change management plan.
Q: What do you see as the critical success factors for your project?
JS: Actually there are three things I want to touch here, and beforeOf course, top-down buy-in and active support of leadership. Even a general understanding of what started this project, and the vision of where we are in the future is critical. Another thing, I can not underestimate the value of active participation of stakeholders.
Q: What are the major obstacles or challenges were encountered and how did you overcome them?
JS: Getting people to think globally about what is in the best interest of society as a wholecan be a challenge, and we with him, you are being treated outside the model organization for Holocaust happened. This could of white papers, videos, consultants – and we have developed in-house estimates, except what we could, finally, when we move to this model. There is an enormous effort to change management, but ultimately they are business people, and if we can show them what we do, add value, be it on board. Another issue is technology. People want to see andTry before you buy. We worked with those treated with demos and presentations of the art screens and presentation elements, such as those developed by our IT team.
Q: And finally, Julienne, something again with hindsight, you would do differently if you could do?
JS: Sure. We could do a better job from the beginning of the mediation of the drivers for the project during the early stages. This is very important for the establishmentstakeholder expectations, because according to what you try to resolve the solution seems very different. If you want the process to move faster, the solution is very different from a project undertaken to strengthen internal controls. A more realistic scenario is probably a combination of both, and it should work with sponsors to determine what is the balance between these two, and set expectations accordingly. Aligned expectations set the stage from the beginning reallyto ensure that the project is considered a success.
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