oow 2011 simplifying work order management in the utility market with oracle bpm

Léon Smiers, Capgemini Björn Ampting, Stedin October 4th 2011

Simplifying Work Order management in the utility market with Oracle BPM

| Capgemini Technology Services

Agenda

  Introduction   Stedin metering company and Smart Metering   The Project Case   Implementation choices with Oracle BPM   Results for the Business & Lessons learned

Introduction


Léon Smiers

  Solution Architect for Capgemini   Oracle ACE   Over 20 years experience in Oracle Technology   Oracle BPM Thought leader for Capgemini


Björn Ampting

  Project manager / Consultant   With the company since 2006   Project role: responsible for demand management:

•  Ensuring communication between management – end-users – implementation partners

Stedin metering company and Smart Metering


Stedin Meetbedrijf

Stedin Meetbedrijf is responsible for servicing gas and electricity meters for 2 million customers in the Netherlands. (250 employees)

Main tasks are exchanging & installing meters & collection of meter readings

Part of Stedin Netbeheer – Grid operator with 3 of the 4 largest dutch cities, highly urbanized area, including the port of Rotterdam (1500 employees)

Part of Eneco Holding (5500 employees) turnover: $ 7 billion


Rollout of smart meters 2007: Dutch government decided on obligatory rollout of smart meters for every household by 2013, starting in 2009

Accurate billing Meter reading (site visit or by customer) no longer needed Insight in energy consumption Saving of energy More reliable electricity grids

2010: Bill passed to start with rollout on customer demand.

2012: Start of rollout on customer demand

2013: Evaluation of goals

2014: Possible start of complete rollout of smart meters

2020: EU goal: 80% of households smart meter installed


Rollout of smart meters

Stedin Meetbedrijf is leader in the Netherlands in the number of installed smart meters:

Current installed base: 110.000 smart meters using GPRS-technology

Project Case


2006

100.000 site visits per year involving meter exchange

Majority of the work: • Maintenance • Newly built housing • 50% done by internal installation department

2014

600.000+ site visits per year involving meter exchange

Majority of the work: • Smart meter installation • 10% done by in-house installation department

Business transformation 2006-2014


Original timeline (2006-2010)


Project and Oracle

GRIP – Grand rollout improvement program

Two projects within the program:

1 - Workordermanagement (Oracle) 2 - Field force automation

Capgemini was chosen to be the implementation partner for the Oracle implementation.


Project GRIP - Demonstration

Implementation choices with Oracle BPM


Process Control in practice Utility company, Work Order Management

  What is needed •  Better control of internal processes •  More efficient and effective operations •  Less failure in the processes •  Higher first time right when visiting customers


Utility company Work Order Management Functionality

Finish

Execute

Prepare

Insight

CRM

Planning

Financial

Product catalogue

CRM

Work Order

Process

Call Center Interface

Functional exception handling

Tasks Portal

Completion

Process quality

Process control

Chain optimization

Improved client satisfaction


BPM Essentials

  Helps in getting control work that needs to be done across applications, departments and even companies

  Helps in structuring work that needs to be done, whether this be automated or manually.

  Be able to get insight in work that has been done, learn from it and improve your current work process.

  Be able to change your processes and know where a process change impact your systems and what people need to do

  Shift towards ‘build-to-change’ processes, as opposed to ‘build-to-last’ back-office applications

  Ensure that compliance is maintained during any changes to processes.   Faster time-to-market for innovative solutions


The BPM Closed loop & Oracle implementation

1.Design

2.Modeling

3.Execution 4.Monitoring

5.Optimization

Meta Data Store

BPA Suite BPM Process Composer BPM Studio

BPM Studio BPM Process Composer

Unified run-time Enterprise Manager Workspace Process Spaces

BAM Process Cubes Enterprise Manager Process Spaces

BPM Suite simulation BPA Suite Simulation JDeveloper simulation Complex Event Processing

19

Business Catalog


Value of the process information

Days Weeks

>Weeks Months

Tactical level (‘learn & leverage’) BI

Information about the performance of the processes used to better tune the operation – in combination with the forecast

Governance level (‘read & react’) BAM

Dashboard function, where progress of the process is monitored and exceptions are alerted

Operational level (‘sense & respond’) Alerts

Direct feedback to the operational employee to approve or disapprove a certain action

Back-end applications

Process quality

Process control

Chain optimization

Improved client satisfaction

< sec


Governance

Presentation ADF Exception handling Human tasks

Composition BPM

Integration OSB

Application CRM Fin Planning Products

Data Work order

BPM Repository

BAM

BAM

Utility company, Work Order Management Technical architecture

Security

Company LDAP

Results for the Business & Lessons learned


Oracle ADF

•  To allow modifications on workorders a new application needed to be built •  During design Oracle ADF (Application Development Framework) was

introduced •  ADF proved to be an agile tool to create applications


Oracle ADF – Callcenter UI

24


Oracle ADF – Web selfservice

25


Oracle ADF – Regular BPM Workspace

26


Oracle ADF – Workspace in ADF

27


Oracle ADF – Workspace in ADF

•  Early into the project we started using BAM •  2 departments installed televisions •  Insight into the BPM processes for end-users


BAM – Example case of immediate benefit

29

Another department responsible for processing workorders with customers with extreme usage.

Working for Meetbedrijf was one of the many tasks of this department.

Proces before: Weekly reports via email to measure performance

=



30



31



32

Main focus was to get the right events + data into the BAM-database, not to get the flashiest reports possible from the start.

Projectteam challenged end-users to think ahead about future information requirements

Try to show data/exceptions users can act upon

Amazed about the amount of customizing that can be done by a knowledgeable user of BAM

| Capgemini Technology Services 33


Oracle BPM - Results


Oracle BPM - Results

  Functionality across applications, departments, companies   Multiple stakeholder involvement   KPI driven

•  Include BAM in an early phase in the project, •  It helps improve end-user acceptance

  Use BPM as lean-and-mean layer, keep business functionality contained in related applications

  BPM development is Agile by nature •  Run through BPM Lifecycle multiple times •  End-users/stakeholder involvement is essential •  Start simple •  Learn from results from first releases


Questions?

| Sector, Alliance, Offering

More information

With 115,000 people in 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2010 global revenues of EUR 8.7 billion

Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want.

A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore®, its worldwide delivery model.

Learn more about us at: www.capgemini.com.

About Capgemini

Rightshore® is a trademark belonging to Capgemini

| Sector, Alliance, Offering

More information

Please contact:

• Björn Ampting

[email protected]

• Léon Smiers

[email protected]

http://twitter.com/leonsmiers

http://www.nl.capgemini.com/oracleblog/