1. Simplifying Work Order management in the utility
market with Oracle BPM
Léon Smiers, Capgemini
Björn Ampting, Stedin
October 4th 2011

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

4. Björn Ampting
 Project manager / Consultant
 With the company since 2006
 Project role: responsible for demand management:
• Ensuring communication between management – end-users – implementation
partners
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5. Stedin metering company and Smart Metering

6. 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
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7. 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
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8. 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
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9. Project Case

10. Business transformation 2006-2014
2006 2014
100.000 site visits per year 600.000+ site visits per year
involving meter exchange involving meter exchange
Majority of the work: Majority of the work:
•Maintenance •Smart meter installation
•Newly built housing •10% done by in-house
•50% done by internal installation department
installation department
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11. Original timeline (2006-2010)
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12. 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.
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13. Project GRIP - Demonstration
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14. Implementation choices with Oracle BPM

15. 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
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16. Utility company Work Order Management
Functionality
CRM
Product
catalogue
Prepare Call Center
Interface
Improved client
satisfaction
Chain
optimization
Planning Execute Tasks
Work
Order
Process
Portal Insight
Process control
Process quality
Functional
CRM exception
Financial
Finish handling
Completion
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17. 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
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18. The BPM Closed loop & Oracle implementation
BPA Suite
BPM Process Composer
BPM Suite simulation BPM Studio
BPA Suite Simulation
JDeveloper simulation 1.Design
Complex Event Processing
BPM Studio
BPM Process
Composer
5.Optimization 2.Modeling
Meta
Data
Business Catalog
Store
BAM
Unified run-time
Process Cubes
4.Monitoring 3.Execution Enterprise Manager
Enterprise Manager
Workspace
Process Spaces
Process Spaces
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19. Value of the process information
Tactical level (‘learn & leverage’) Improved client
BI satisfaction
Information about the performance of the processes used to better
tune the operation – in combination with the forecast
Chain
Governance level (‘read & react’) optimization
BAM
Dashboard function, where progress of the process is monitored
>Weeks and exceptions are alerted
Process control
Months
Operational level (‘sense & respond’)
Alerts
Days Direct feedback to the operational employee to approve Process quality
Weeks or disapprove a certain action
< sec
Back-end applications
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20. Utility company, Work Order Management
Technical architecture
Governance Security
Presentation Exception
handling ADF Human tasks Company
LDAP
Composition
BPM BAM
Integration OSB
Application CRM Fin Planning Products
Data Work BAM BPM
order Repository
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21. Results for the Business & Lessons learned

22. 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
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23. Oracle ADF – Callcenter UI
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24. Oracle ADF – Web selfservice
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25. Oracle ADF – Regular BPM Workspace
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26. Oracle ADF – Workspace in ADF
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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
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28. BAM – Example case of immediate benefit
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
=
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29. BAM – Example case of immediate benefit
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30. BAM – Example case of immediate benefit
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31. BAM – Example case of immediate benefit
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
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32. | Capgemini Technology Services
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34. 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
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35. Questions?
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36. More information
About Capgemini
With 115,000 people in 40 A deeply multicultural organization,
countries, Capgemini is one of the world's Capgemini has developed its own way of
foremost providers of consulting, working, the Collaborative Business
TM ®
technology and outsourcing services. The Experience , and draws on Rightshore ,
Group reported 2010 global revenues of its worldwide delivery model.
EUR 8.7 billion Learn more about us at:
Together with its clients, Capgemini creates www.capgemini.com.
and delivers business and technology
solutions that fit their needs and drive the
results they want. Rightshore® is a trademark belonging to Capgemini
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37. More information
Please contact:
•Björn Ampting
bjorn.ampting@stedinmeetbedrijf.nl
•Léon Smiers
leon.smiers@capgemini.com
http://twitter.com/leonsmiers
http://www.nl.capgemini.com/oracleblog/
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38. www.capgemini.com
The information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved

39. Léon Smiers
 Solution Architect for Capgemini
 Oracle ACE
 Over 20 years experience in Oracle Technology
 Oracle BPM Thought leader for Capgemini
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