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Impact of a Business QuestiononApplication Landscape
7 April 2015
Léon Smiers
2Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Agenda
Introduction
Impact areas for a business question
Examples & questions
Resume
3Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Léon Smiers
Solution Architect for Capgemini
Over 25 years experience in Oracle Technology
Oracle BPM Thought leader for Capgemini
Co-inventor of CORA model
Author of “Oracle Case Management Solutions”
Impact areas for a business question
5Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Business question impact areas
Change required by the Business
• Customer focused
• Compliance with regulations
• Cost reduction
• Higher success rate of investigations
• …
Impact areas
• People
• Process
• Technology
6Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
The business question,Why-What-How-With What
Contextual Why?
• Why this business change needed?
• Which objectives, what scope and which constraints?
Conceptual What?
• What is the specific question we’re looking at now?
Logical How?
• How Can we make logial groupings of the required functionality
Physical With What?
• What is the technology required to make this change
• What organizational changes are required
• What process changes are needed
Area of
investigation for
Solution
Architecture
7Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
The “How & With what” question - What is needed
Control over the IT landscape in a Hybrid environment
Risk assessment
Predictable, Repeatable and Risk-aware Solution Design
Vendor agnostic
7
8Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Presentation
Composition
Integration
Application
Data
Channel
GovernanceSecurity
The CORA model
Map required functionality onto
Application layers:
Where are the dependencies?
Where is the bulk of the work?
Where are the risk areas?
9Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
More information http://www.coramodel.com
Examples
11Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Examples
Container Centralen
Stedin
Container CentralenGet insight in crate movement
in the logistic chain
13Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Container Centralen ( CC )Pilot 2008
Largest pool manager of the Returnable Transport Items (RTI; e.g. trolleys, trays) in the Netherlands
RTIs travel between whole store’s, distribution centers (DC’s) and the stores
CC delivers RTI’s to all mayor supermarkets (C1000, Albert Heijn)
CC’s business drivers, We want to improve our profitability by lowering
• Theft
• Counterfeiting
Payment based on usage based model
Question at hand: Give us insight in the movement of crates in the logistic chain
In collaboration with
14Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Proof of ConceptMovement of crates between three locations
15Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Technology
RFID tags connected to the vegetable crates
Measure with RFID portalsat every location
RFID portal connected toback-end systems
16Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Get insight in crate movement in the logistic chain
HeemskerkDC
SchuitemaC1000
measurement-
point
measurement-
point
measurement-
point
measurement-
point
measurement-
point
measurement-
point
Heemskerk Schuitema C1000In house In transit In house In transit In house In transit
17Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Main functionalities and parties involved
Simplified functionality
Storage of RFID data (EPCIS data) at every location
Aggregation of movement data (Discovery Service)
Provisioning of movement data into portals (Track & Trace application)
Parties involved
Container Centralen
Factory Heemskerk
Distribution center
C1000 Bergen op Zoom
KPN
Truck drivers
18Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Presentation
Composition
Integration
Application
Data
Channel
GovernanceSecurity
Container Centralen – Impact Storage of RFID data (EPCIS data)
HeemskerkDC Schuitema C1000
Receive message from
RFID Readers (TCP/IP)
(RFID Middleware)
Detailed RFID
transaction data
RFID
reader
RFID
readerRFID
reader
RFID
reader
RFID
readerRFID
reader
RFID
reader
RFID
readerRFID
reader
Receive message from
RFID Readers (TCP/IP)
(RFID Middleware)
Detailed RFID
transaction data
EPCIS-1 EPCIS-2
Data
Prote
ction
Local
DCS
Hosted
KPN
19Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Presentation
Composition
Integration
Application
Data
Channel
GovernanceSecurity
Container Centralen – ImpactAggregation of movement data (Discovery Service)
Receive movement
message (REST)
Crate movement
aggregation
EPCIS-1 EPCIS-2
Data
Prote
ction
Secured
mes
saging
Hosted
KPN
Discovery service
Hosted
KPNLocal
DCS
20Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Presentation
Composition
Integration
Application
Data
Channel
GovernanceSecurity
Container Centralen – ImpactProvisioning of movement data into portals
Combine movement /
detail data of crates
Overview pages of
crate movement Authen
tication
Autho
rization
Discovery Service
Track & Trace application
Secured
messagi
ng
Local
CC
Provide movement
data (Web Service)
EPCIS-1 EPCIS-2Hosted
KPNLocal
DCSHosted
KPN
Provide detail RFID
data (Web Service)
21Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Resume impact of CC business question
• Training required for all logistics personell how to work with RFID readers
• Contracts with crate providers, adding RFID tags to crates
• All organizations in the logistics are required to place RFID readers and RFID middleware
• Container Centralen personell trained in making information from the Track&Trce data
• Hosting of software to external organizations
People
• Insight in the end-to-end movement of crates in the chain
• Track & Trace enables insight in theft, usage, cunterfeiting Process
• Hardware : RFID Readers, RFID tags on crates
• RFID Middleware (EPCIS)
• RFID Discovery Service
• Track & Trace application
Technology
22Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
End result pilot (2008)
No follow-up after pilot
Shortly after end of pilot we entered the Financial crisis
Costs involved too high
Every RFID tag 1US$ (2008)
Every location placement of RFID readers
Training of all personel involved in logistics chain
23Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Questions for students
CC delivers crates to both C1000 and Albert Heijn, which are competing companies. How to ensure those companies that data is safe and cannot be seen by the competing companies?
What is the impact of a crate movement not registered?
What are the cost drivers of this solution
How does this solution impact the ‘people’ part of the solution
How do we recognize theft from the Track & Trace data?
StedinWork Order management for
placement of Smart Meters
25Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
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
26Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
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
27Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Business transformation 2006-2015
2006
100.000 site visits per year
involving meter exchange
Majority of the work:
•Maintenance
•Newly built housing
•50% done by internal
installation department
2015+
600.000+ site visits per year
involving meter exchange
Majority of the work:
•Smart meter installation
•10% done by in-house
installation department
28Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Original timeline (2006-2010)
29Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Project Grand Rollout Improvement Program- Demonstration
30Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Work Order Management placement of smart metersFunctionality
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
31Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Work Order Management placement of smart metersInvolved parties
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
Stedin
Departments
• Preparation
• Data Collection
• Call Center
• Warehousing
Stedin
Department
• Internal Service
provider
• Joulz
External Service Provider
• Imtech
• ..
Stedin
Departments
• Control
• Warehousing
• Finance
Stedin
• Managament
32Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Presentation
Composition
Integration
Application
Data
Channel
GovernanceSecurity
Work Order Management placement of smart metersImpact
Prepare Execute Finish
Planning FinancialProduct
catalogueCRM
Internal integration
Stedin
Process
dataTransaction
data
Validation
Integration with
external providers
Imtech
Other
Service
Providers
Exception
handling
Workorder
browser
Browser PDA
Aggregated
management data
ReportingReal time
monitoring
Real time monitoringBAM – Example case of immediate benefit
33
34
35Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Work Order Management placement of smart metersResults
0
0,1
0,2
0,3
0,4
0,5
0,6
0,7
0,8
0,9
1
2011
Wee
k 01
%
2011
Wee
k 03
%
2011
Wee
k 05
%
2011
Wee
k 07
%
2011
Wee
k 09
%
2011
Wee
k 11
%
2011
Wee
k 13
%
2011
Wee
k 15
%
2011
Wee
k 17
%
2011
Wee
k 19
%
2011
Wee
k 21
%
2011
Wee
k 23
%
2011
Wee
k 25
%
2011
Wee
k 27
%
2011
Wee
k 29
%
2011
Wee
k 31
%
> 5 dagen
<= 5 dagen
36Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Resume
• Extra workforce internal to support large roll-out
• Contracts with external service providers (Imtech,..) for roll-out
• Ad-hoc activities by external service providersPeople
• End-to-end process execution
• Insight in process execution
• From 30% automated towards 99% automated (internally in Stedin)
Process
• Process management supported by BPMNS (Oracle)
• Flow of information through organization is validated in every step
• Real-time supported for KPI tracking (Oracle BAM)
Technology
37Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
End result project
Large roll-out of smart meters started
End-to-end work order management supported by processes and automation
External service providers can be added relatively quick to the end-to-end execution
Agreement on information delivered back from service providers
Agreement on financial handling
Agreement on quality levels
38Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Questions for students
What is the impact of a reading not executed by a service engineer?
What do we need to do to include a new service provider?
What is the impact of adding new information for regulations purposes to the landscape?
Resume
40Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Summary
When looking at the impact of a business question, do not forget the Why question
Change required by the business impacts
People
Process
Technology
We’ve focused on the Technology part of the impact with the CORA model
We’ve looked at two examples where impact was on all three areas People, Process, Technology
41Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Contact information
Léon SmiersSolution Architect Oracle BPM/Case Management
+31 6 150 30 373
http://twitter.com/leonsmiers
http://www.capgemini.com/oracleblog
Insert
contact
picture
Facebook.com/werkenbijcapgemini
Capgemini_banen
Linkedin.com/company/Capgemini/careers
www.werkenbijcapgemini.nl
42Copyright © Capgemini 2012. All Rights Reserved
Impact business question on application landscape
Contact
Facebook.com/werkenbijcapgemini
Capgemini_banen
Linkedin.com/company/Capgemini/careers
www.werkenbijcapgemini.nl
The information contained in this presentation is proprietary.
© 2012 Capgemini. All rights reserved.
www.capgemini.com
About Capgemini
With more than 120,000 people in 40 countries, Capgemini is one
of the world's foremost providers of consulting, technology and
outsourcing services. The Group reported 2011 global revenues
of EUR 9.7 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.
Rightshore® is a trademark belonging to Capgemini