Mainpower Case Study
Operates North of the Waimakariri River through the Waimakariri, Hurunui and Kaikoura districts.
Provides electricity distribution services to around 42,000 houses and businesses.
Consumer trust-owned electricity distribution business.
Investing heavily in renewable energy, including the Mt Cass Wind Farm and Cleardale mini-hydro plant.
MainPower is an electricity distribution business providing lines services to the North Canterbury region. Their focus is on providing a safe, secure supply of electricity to their customers and supporting the local community. This work is enabled by their ongoing investment in technology to improve the business and provide value to customers.
MainPower partnered with STATE3 to ensure that they could bring the technology and business components of their organisation together, so they could quickly identify risk and mitigate the impact of changes.
Before MainPower moved to STATE3 Enterprise, their IT and Project teams relied on siloed information about their technologies and infrastructure. Because this was stored in various places across the business, getting a 'true one view' of the business was time consuming and frustrating.
Mary Meehan, Development Manager explains,
'Prior to STATE3 Enterprise we had nothing that showed our integrations between applications. We had Visio diagrams, but we did not have a way of visualising the applications and the touch points between them. Without STATE3 Enterprise we would need to go back to the drawing board every time and draw up something fresh.'
Having a dynamic and explorable current state environment has allowed team members to get an accurate understanding of the technology and business environment. The Impact Assessment report also allows them to determine the impact of potential changes. Another advantage for the MainPower team is the ability to share current state with technology partners. This has sped up the process of familiarising new team members, shaping and quoting for projects.
STATE3 Enterprise has reduced the cost of business and technology projects by reducing the need for third parties to repeatedly develop a current state or do extensive analysis and design.
Infrastructure plays a massive part in helping the organisation run smoothly. For Infrastructure Manager, Colin Fowler, using STATE3 Enterprise to manage MainPower's comprehensive corporate environments provides different benefits.
'Infrastructure, to a certain degree, is reasonably static. We could go back to running a spreadsheet but that would not allow us to work outside the silo we are in. STATE3 breaks down those barriers and helps us look at the business in a wider way. We can move from looking at a server as a box, to seeing it as component of an application or business system and see its context. We need to move away from the 'nuts and bolts' of running infrastructure to delivering more value’.
MainPower also realise the role that STATE3 Enterprise plays in supporting knowledge management within the organisation. Previously, a lot of key information about how technology was connected with other systems, who used the technology and how it worked, was stored in people’s heads.
'Previously, if people left the business, that legacy knowledge would be gone, but now it’s recorded and accessible. Once it is in STATE3, it is permanently recorded and can be shared with everyone, now and into the future,' Mary Meehan
MainPower realise that change is essential to long term success. Being able to understand the current state and use this is as a baseline is essential for change and helping achieve MainPower’s vision. For Mary's team, change management is essential for long term success.
'The STATE3 Enterprise Impact Assessment is part of our change management process. We use it to answer questions like what are the impacts? What are the integrations? What are we touching? STATE3 provides a view and awareness of the magnitude of what we need to address.
Change is not about a technical change going directly to a developer. We found that we would start a change and the impact to the business required many other factors to be considered as the change was being made. Now, the change process involves BAs to do the analysis piece upfront to go through a thorough change assessment - is it a process change? who is involved? what other people? what are the systems? We consider all of this before we look at making the technical changes.'
As MainPower use STATE3 Enterprise as core to their wider change management process, the last step is to ensure that once changes are finalised, and the current state model is updated. This manual step supplements the automated processes that keep STATE3 Enterprise up to date.
Contact us to find out how STATE3 Enterprise can support your organisation.