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Content-Type: text/plain; charset=us-ascii Content-Transfer-Encoding: 7bit X-From: Mike Jordan X-To: Sally Beck X-cc: X-bcc: X-Folder: \Sally_Beck_Dec2000\Notes Folders\Discussion threads X-Origin: Beck-S X-FileName: sbeck.nsf Sally James New mentioned a Ginny Latham is an experienced power person who may have an interest in coming to London - but did not give me any details prior to disappearing on holiday this week ! Thoughts? Mike ---------------------- Forwarded by Mike Jordan/LON/ECT on 19/06/2000 13:23 --------------------------- Mike Jordan 19/06/2000 11:19 To: Sally Beck/HOU/ECT@ECT cc: Fernley Dyson/LON/ECT@ECT Subject: Continental Power - the case for greater experience/breadth of view in the controllers' position Sally Further to our discussion on Friday I summarise my view of Joe Gold's issues with the MO control process Joe expressed some frustration with the current status as follows: - The DPR has historically been 'filled with noise' around adjustments for edits on trades, provision restatements etc which negates it's effectiveness for him as a control/supervisory report The risk team appear to have been reacting to p&l 'noise' - particularly around transmission adjustments rather than proactively finding booking solutions - or instructing IT to flex Enpower Settlements have gained a perception in the market place for 'errors' such that originators are informing Joe that business is being 'lost' due to our perceived inability to support transactions - ( must be careful here as no specifics on errors have been provided ) The risk team ( post Neil Tarling's transfer to EBS ) is relatively junior and does not possess many 'years' of experience of Power support James New as Power,Gas and Credit Controller has ( necessarily ) too broad a role for him to focus on these detailed issues In mitigation The recent continental book split ( which is only now being 'settled' in to the daily process) and the clean up of historic provisions/reserves prior to Neil Tarling's transfer has exaggerated the base issue around certainty of daily p&l Designing an approximate booking process for transmission has not been a top priority for the risk team in the recent past ( this was either wrong or the prioritisation call was not effectively communicated to Joe ) - and it is felt that there are no IT resources to code these solutions to Enpower ( also London struggles to influence Houston IT resource prioritisation ) The settlements infrastructure has been supporting a business volume growth it is not designed for and supporting acitivity on this platform requires 'skilled' staff ( we are down on resources for Continental Power ) - continuing growth in volumes are expected along with junior settlement staff being asked to join Commercial groups We are experiencing generational change as a result of Barry's move to EBS - resourcing is James and my top priority I believe what Joe is asking for, is what we are trying to provide - namely : upgrade in resourcing in the risk group where we are insisting that the lead individual has full responsibility, end to end, for the business including the assessment of operational risk and effectiveness of the business process, focus on identifying and implementing the necessary quick hit solutions that eliminates 'manual workarounds' and consequently 'noise' in the process more proactive communication with Commercial - especially to manage expectations a definitive plan for how the strategic upgrade in applications architecture for MO will benefit/change his business support However, we are behind in finding the 'right' replacement for Neil ( one with experience and breadth of view potential ), we have found a continental power settlemetns manager but he does not arrive until July 3 rd, we have been struggling with book split when that should have been completed a month ago and it is taking time to get all the ducks lined up re our plans for Enlighten/DTL/EnVoice/Autoconfirms/DCAF - hence his frustration about lost business opportunities NOW!! Hence I would love to find someone who could deliver the above ( ie be Neil Tarling's replacement ) or could assist us in providing and communicating the judgement calls on transmission and other adjustments - so improving perception of C.P. DPR prioritising and influencing Enpower development agenda ( along with others ) project manage issues around 'unstable' documentation and settlement process vis a vis client sensitivity provide leadership in changing expectations/perceptions I'm sorry for the length of the note but it may help you in determining a 'best fit' person Please call if any of the above is unclear. Mike
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