Client Background

Duke Energy Corporation is the largest domestic utility company in the U.S. Duke Energy’s segments are U.S. Franchised Electric and Gas (USFE&G), Commercial Power and International Energy. Its regulated utility operations serve over four million customers located in five states in the Southeast and Midwest United States. It’s Commercial Power and International Energy business segments own and operate diverse power generation assets in North America and Latin America, including a portfolio of renewable energy assets in the United States. Duke Energy operates in the United States primarily through its direct and indirect wholly owned subsidiaries, Duke Energy Carolinas, LLC (Duke Energy Carolinas), Duke Energy Ohio, Inc., which includes Duke Energy Kentucky, Inc., Duke Energy Indiana, Inc. and Progress Energy, Inc.

Business Challenge

Duke Energy’s Smart Grid engagement model was skewed. As a result, it lacked resource alignment across projects and decoupled the improvement plan and operations processes. A weak issue management process showed minimal effective coordination, prioritization, and administration of key delivery areas. Duke Energy needed more quality, effective CM Leadership and SMEs to deliver on–time and mitigate constraints to result in more positive project impacts. Concluding inconsistent Process Management was also under developed and lacked solid facilitation which hindered process improvement, performance management, and overall project success.

Pactera Solution

Pactera performed a change maturity assessment and worked to implement frameworks for BPM, CM and Issues Management to support Duke Energy’s Ohio AMI, Ohio Gap and Distributed Automation Deployments. Efforts included rolling out a basic methodology to capture and prioritize issues and then a standard process that could be used to resolve them. Moreover, Pactera developed an AMI Organizational Readiness plan/project to ensure Power Delivery was prepared to adopt the new Grid technologies and ensure the overall program benefits were realized.

Results & Benefits

Upon completion, Pactera delivered a BPM CoE Framework which developed 3 main capabilities:

1) Distribution of BPM concepts & benefits,

2)Convergence amongst BPM initiatives,

3)Strategic alignment & BPM culture.


Below are some direct deliverables:

  • Issues Management Framework
  • Issue Management governing body
  • Issue Management prioritization and categorization model
  • Process Improvement Model
  • Governed Process Repository
  • Industry Standard Process Classification Framework
  • Process Management Tools & Templates
  • Change Management Tools & Templates
  • Change Management Maturity Assessment

Methodologies Used

  • BPMN
  • Prosci Change Management
  • Kepner Tragoe



Operational Excellence Task Force

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