The Pacific Gas and Electric (PG&E) company is one of the largest combined natural gas and electric energy companies in the United States. There are approximately 24,000 employees who carry out the primary business of transmission and delivery of energy, providing natural gas and electric service to approximately 16 million people throughout a 70,000-square-mile service area within California. This includes over 106,000 circuit miles of electric distribution lines and over 18,400 circuit miles of interconnected transmission lines, and over 42,000 miles of natural gas distribution pipelines and 6,000 miles of transmission pipelines, covering millions of customer accounts.
Energy Supply IT organization serves as the primary interface between IT and five PG&E business groups, providing provides safe, reliable, cost effective sound energy to PG&E’s customers. In addition, it performs electricity and gas trades to provide power to PG&E customers. All this is managed to ensure credit and market worthiness of PG&E.
In this project, PG&E sought out to manage strategy, planning, development, and operational support for the implementation and operation of PG&E enterprise wide portfolio and project management, records management, and corrective action plan management in order to:
With the recent successes of the Continuous Improvement (CI) Program, there have been many improvements in processes, tools, and information that need to be brought together to show the value of changes implemented.
Delegata partnered with PG&E’s IT BT ES leadership to investigate and research process inconsistencies and develop a communication program that tells the stories of success. Additionally, the team aligned the Cl Program with the SuperFit IT program being sponsored at the CIO’s level. This required organizational alignment with the set of KPls, also demonstrating business value. Finally, concerns and ideas from the Director and Executive leadership were captured and prioritized for implementation.
Services that were provided, included:
As PG&E committed itself to continuous improvement (CI), the organization needed to develop its capabilities based on strategic objectives, CI initiatives, and project priorities while institutionalizing transformation management in their IT organization. Also, key team members needed to gain a comfort level and confidence in facilitating the sessions and modules of the Continuous Improvement Series. Finally, it was critical that the CI Roadmap was finalized in order to establish structure and processes to drive it to completion.
In 2013 BT ES, Delegata created with direction from the leadership team, a Continuous Improvement Program (Cl Program). This program included the creation of a Cl Strategic Plan for 2013 -2105 that contains three Strategies, seven Strategic Objectives, fourteen Strategic Initiatives, and 146 Cl Requirements. The program facilitated the extended leadership team’s taking of responsibility to implement 42 of the Cl requirements in 2013. Also created by and for the program is the Culture of Continuous Improvement Series that consists of four 4-hour training modules – 1) Inspiring Trust, 2) KPI Model, 3) Cl Program, and 4) Cl Communications.
These modules were taught to about 34 members of the employee community of BT ES. During 2013 three key members of BT ES turned their attention to the program and have accepted responsibilities to carry the program into 2014. The roles accepted included: Cl Program Manager and Facilitator for the KPI Model Module; Cl Program Architect, which includes the Cl Program SharePoint structure and the SharePoint Structure of BT ES, and Facilitator for Cl Program Module; and Facilitator for the Inspiring Trust and Cl Communications Modules.