Where to Begin Your AI Implementation: Build a Task-Level Inventory First
Where do you start with planned AI implementation? One practical starting point: document what your positions actually do.
Your office’s job descriptions probably describe roles in general terms—“prepares monthly journal entries,” “assists with rate case support,” “reconciles subsidiary ledgers to the general ledger.” That’s accurate. It isn’t specific enough to tell you what’s exposed to automation and what isn’t.
Build a Task-Level Inventory, Not a Job Description Rewrite
For each position, list the actual tasks performed in a given month, and roughly how many hours each one takes. Not “accounts payable”—instead, “keys invoices into the ERP, averaging 6 hours a week.” Not “financial reporting”—instead, “pulls consumption data from the billing system, builds the variance schedule in Excel, and drafts the narrative explanation for board packets, averaging 10 hours a month.”
That level of detail is the point. A job description tells you what a position covers. A task inventory tells you where the hours actually go—and which of those hours are the kind AI can touch today.
Sort the Tasks Into Three Categories
Once you have that list, sort the tasks into three categories.
Mechanical and Rules-Based
Data entry, reconciliations that follow the same steps every time, pulling data from one system to format it for another. These are the tasks AI agents handle well today, with staff review before anything is finalized.
Judgment-Based but Pattern-Driven
Drafting the first pass of a variance explanation, flagging accounts that deviate from historical trends, building a first draft of a rate impact summary. AI can produce a competent first draft here. A staff accountant still has to verify it against what’s actually happening at the utility.
Judgment-Based and Context-Dependent
Explaining to a board why a rate case assumption changed, interpreting how a new FERC or RUS requirement impacts your utility or co-op, building the narrative case for a capital project. These stay with your staff. The value is in knowing the utility, not in producing the document.
The Inventory Is the Deliverable
Once you have hours attached to each task, you can see where the automation conversation should start—not with the newest tool on the market, but with the tasks eating the most hours in category one.
That’s the starting point. Next week: what to do with that inventory once you have it—how to redesign the role around categories two and three, and what that means for training.
Disclaimer: The material in this article is for informational purposes only and should not be taken as legal, tax, or accounting advice provided by Utility Accounting & Rates Specialists, LLC. You should seek formal advice on this topic from your accounting, tax, or legal advisor.