Fujitsu Interstage BPM · process owners, business users and customers Enable collaborative process discovery, design, execution, and optimization Improve efficiency and effectiveness

0 Copyright © 2011 FUJITSU

Fujitsu Interstage BPM


Common Business Issues

Business Efficiencies

Time to Market

Revenue Growth

Customer Satisfaction

Regulations


Comply with mandates

Increase process visibility

Reduce process inefficiencies

Cut operational costs

Flexibly respond to business change

Improve collaboration

Reuse best practices

Benefits of BPM


From Traditional BPM to Agile BPM

Traditional BPM

Highly repeatable

Transactions

Efficiency and

automation

Straight-through

Processing of financial

transactions

Unpredictable

Knowledge

Problem resolution

New product

introduction, claims

processing

Next Generation

Agile

BPM


Agile BPM from Fujitsu

structured

unpredictable

hybrid process types

Agile BPM is designed to flexibly

address all types of processes used

to conduct business:


Benefits of Interstage Agile BPM

Continuous process optimization

Automate process discovery

Identify and refine process inefficiencies

Monitor and optimize business processes

Collaboration and social interaction

Collaborate on tasks

Dynamically manage all types of work

Improve work and business results

Extending enterprise ecosystems

Extend process automation to communities

Collaborate with customers and business partners

Streamline workflows across corporate boundaries


What’s Driving the Need for Agile BPM?

Regulatory climate requires

compliance while improving efficiency

and cost-effectiveness

Need for better work

collaboration and improved

support for knowledge work

processes

Processes increasingly

extend beyond corporate

boundaries

Process discovery and

optimization is a hurdle for

most organizations


Use Cases Behind Agile BPM Adoption

Meeting Compliance Mandates

US and global companies bracing for onslaught of new

regulatory mandates – financial, healthcare, energy

Need better control over processes and increased visibility

Must minimize financial impact and mitigate risk

Looking to BPM to create more agile environment to support of

compliance mandates

Improving Customer Experience

Customer Service initiatives at the core of developing

differentiation strategies

Support agile Customer Service with strong BPM foundation

Standardize service delivery, minimize agent training times,

ensure regulatory and company policy compliance, and control

costs

Business Collaboration and Social Productivity

Social capabilities to advance collaboration and engagement for

process owners, business users and customers

Enable collaborative process discovery, design, execution, and

optimization

Improve efficiency and effectiveness of how the work gets done


Adapting to a Changing Regulatory

Environment Through BPM:

The EPCOR Success Story

March 8, 2011


EPCOR at a Glance

• Builds, owns and operates electrical transmission and distribution

networks, water and wastewater treatment facilities and infrastructure in

Canada

• Two main operating divisions:

– Electricity Services

– Water Services

• Experienced developer and operator of utility infrastructure

• Head office in Edmonton, Alberta, Canada

• 2400 employees

9


Changes in the Electricity Market

Landscape: Electricity Deregulation

• In 1996, electricity market in Alberta opened up for competition in the generation market. The retail market followed in 2001.

• Both the high-capacity provincial transmission system and the local distribution systems remained regulated, including EPCOR Distribution & Transmission Inc.

• Due to deregulated aspects of the market, government standards have been introduced to ensure an open and fair competitive market

10


Changes in the Electricity Market

Landscape: Tariff Billing Code

• Along with EPCOR Distribution & Transmission Inc, there

are three other major regulated distribution companies in

Alberta

• Since deregulation, each company established its own

practices and formats for bill presentation

• To facilitate competition in the market, Alberta Utilities

Commission, in 2005, introduced a regulation to standardize

billing information, called the Tariff Bill Code (now known as

Rule 004)

11


Key Business Drivers For BPM Adoption:Regulated Default Supply (RDS) Project

• Compliance with the Alberta Rule 004 and other evolving mandates

• A single application that could manage information from four complex

sub-systems:

• Site – customer & asset information

• Load – profiles & stores millions of meter reading records

• Tariff – calculates and presents tariff charges

• Invoice – validates billing and produces invoices

12


Technical Drivers For BPM Adoption:

• Need for a powerful, robust solution to schedule and complete billing

cycles; EPCOR’s existing scheduler did not meet all the requirements

• Expense of developing a fully custom application

• Additional benefits from partnering with a BPM solution provider

13


Deciding on the Right BPM Solution

• Consulted the Gartner BPM Magic Quadrant 2Q03 report to

determine leaders in Business Process Management

• Fujitsu’s Interstage Business Process Manager, alternative

#2 and the existing scheduling application were rated using a

point system with 14 different criteria

• Fujitsu’s out-of-the-box BPM solution proved to be the best

fit for EPCOR

14


Implementing The New BPM-Driven

RDS Solution: Environment

• Fujitsu’s Interstage BPM is the main application and user

interface, extended using Java. It includes:

• 50 actions

• 23 agents

• 14 Custom Applications

• Oracle 10g Database, Application Server, Forms and

Reports

• HP-UX Itanium Server

• 10 x CPU, 96GB RAM, 7TB of HDD

15


Implementing The New BPM-Driven Solution:

Hardware Environment

16

HP-UX Itanium Server

· HP 11.23 OS

· 10 x CPU

· 96 GB RAM

· 7TB Hard Disk (5.5 used)

Windows NT

Servers

Linux Server

(Oracle Forms /

Reports)

Interstage BPM / DB Server


Challenges Faced in BPM Adoption

• Transition from logical business processes into physical Interstage BPM templates

• Creation of application level templates that accurately capture the timings of the entire system

17


Sample Business Process Flow

MDM

5.3.2

Validate Interval

Metering Data

MDM

5.5.3

Push Int.

Consumption

MDM

5.1.4

Import GIMP

MDM

5.1.3

Import ULP

(POD{ZNL})

MDM

5.6.3

Generate

Reports

(Backout Unmetered)

MDM

5.1.8

Validate POD

Date: July 10, 2009

Prepared by: RDS Compliance Team

Context: System Workflow 3a – Interval Meter Processing Tech

State: Draft

Version: 1.07

Workflow

4.3.2.1

Register Process

Workflow

4.3.3.1

Fetch Constant

Workflow

4.3.2.1

Register Process

Workflow

4.3.3.1

Fetch Constant

SWF 3c

Allocation

(Market Wide)

SWF 1a/b

Main Flow

(cycle)SWF17

Workflow

4.3.8.1

File Services

Identification

SWF 3b

SWF 3b

SITE

4.4.3

Extract ATIs

MDM

5.6.5

Approve

Reports -

Interval

(Manual)

Workflow

4.3.8.1

File Services

Identification

Interface

4.16.4

Ux to Ux Move

data\incoming to data\

archive

Interface

4.16.2

Merge Files to Load\

inbound\Upload

Timer

MDM

5.4.2

Push POD

UsageEND

MDM

5.1.2

Import POD

MDM

5.1.1

Import DIM

MDM

5.3.4

Calculate

Unmetered

(ULP)

(GIMP)

SWF3A-1

SWF3A-2

SWF3A-3

SWF3A-4

Analyze

INTERVAL_RECORDS

Partition

Analyze

INTERVAL_CONSUMPTIONS

Partition

Analyze

INTERVAL_MAPPINGS

Partition

MDM

Import DIG

MDM

Import MDM

MDM

Import TPT

MDM

POD Load Stats

(SWF3A-1_Step2) (SWF3A-1_Step3)




(SWF3A_Step3)

(SWF3A_Step4)

(SWF3A_Step7)

(SWF3A_Step8)(SWF3A_ImportDIG)

(SWF3A_Step5)

(SWF3A_Step6)

(SWF3A_ImportMDM)

(SWF3A_ImportTPT)

(SWF3A_Step11)

(SWF3A_Step9) (SWF3A_Step13) (SWF3A_Step10)

MDM

5.4.2

Export POD

(SWF12_Step04)

(MDM)

(TPT)

SWF3A-5

SWF3A-TPT


(SWF3A-1_Step2) (SWF3A_Merge)

Interface

4.16.4

Ux to Ux Move


archive

Interface

4.16.2


inbound\Upload

Workflow

4.3.2.1

Register Process

Workflow

4.3.3.1

Fetch Constant

Workflow

4.3.8.1

File Services

Identification

Interface

4.16.4

Ux to Ux Move


archive

Interface

4.16.2


inbound\Upload

(DIM/DIG)

Workflow

4.3.2.1

Register Process

Workflow

4.3.3.1

Fetch Constant

Workflow

4.3.8.1

File Services

Identification

Interface

4.16.4

Ux to Ux Move


archive

Interface

4.16.2


inbound\Upload

Workflow

4.3.2.1

Register Process

Workflow

4.3.3.1

Fetch Constant

Workflow

4.3.8.1

File Services

Identification

Interface

4.16.4

Ux to Ux Move


archive

Interface

4.16.2


inbound\Upload

Workflow

4.3.2.1

Register Process

Workflow

4.3.3.1

Fetch Constant

Workflow

4.3.8.1

File Services

Identification

Interface

4.16.4

Ux to Ux Move


archive

Interface

4.16.2


inbound\Upload

Workflow

4.3.2.1

Register Process

Workflow

4.3.3.1

Fetch Constant

Workflow

4.3.8.1

File Services

Identification

Interface

4.16.4

Ux to Ux Move


archive

Interface

4.16.2


inbound\Upload

SWF3A-STL

(SWF3A-1_Step2) (SWF3A-1_Step3)(STL)

START X1

X1

Load

Create ULP

Load

Create GIMP

Load

Import Street

Light

SWF3A_ImportSTL

MDM

Validate MDM

(SWF3A_Step2)

(SWF3A_ValidateMDM)


19

Sample Business Process Flow

Implemented in BPM


Implementing The New BPM-Driven Solution: Business Process Flows

• 180 Individual Unit Tasks

• Efficiency through reusable business process templates

• 20 business flow implemented with over 400 templates

20


Key Benefits From BPM Adoption

• Development Benefits

• Testing Benefits

• Operational Benefits

• Business Benefits

21


Development Benefits

• Single environment to develop, test, execute

• Development is simple using drag-and-drop

• Easy to update process templates

• Highly extensible Java API makes integration easy

• No additional security software required

• Built-in Windows Active Directory support; leverage existing

systems

• Ease of configuration

• Ease of deployment

• Multiple server environment

22


Testing Benefits

• Interstage BPM integrated well with EPCOR Distribution’s

functional, integrated testing, and market testing

• Easy to customize business flows, sub-flows, and targeted flows

for unique test cases

• Interstage BPM greatly enhances debugging efforts and allows

processes to be re-run from point of failure

23


Operational Benefits

• Instant access from any computer to the internal intranet

• Intuitive IDE makes training users very quick

• Real-time monitoring process

• Operators notified when tasks need to be completed

• Simple for operators to see when errors have occurred and quickly

restart process flows

• Entire system timing controlled by Interstage BPM. No need to

manually start processes

• Replaces current batch process system across

multiple business units

• Controls and Audits increase system integrity

24


Business Benefits

• Critical processes

• Ensuring regulatory compliance

• Enabling immediate action to remediate threshold violations

25


Building A Partnership:

EPCOR-Fujitsu

• Customer Support

• Consultation Services

26


Measuring Results

• Provided system performance monitoring: e.g. aided in

reducing system time from 20 hrs to 5 hrs

• Allowed operators to analyze and manage exceptions as

opposed to just timing and running the system

• Redeployment of personnel

27


Questions?

For more information on

Fujitsu’s BPM, visit:

www.fujitsu.com/interstage

28


Documents

Fujitsu Interstage BPM · process owners, business users and customers Enable collaborative process discovery, design, execution, and optimization Improve efficiency and effectiveness