2012 Utility Industry Survey. BRIDGE Energy Group. Business Intelligence Analytics Big Data
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1 2012UtilityIndustrySurvey Copyright 2012BRIDGEEnergyGroup BRIDGEEnergyGroup BusinessIntelligence Analytics BigData 2012UtilityIndustrySurvey
2 Business Intelligence/Analytics Results Asthesayinggoes, Inthelandoftheblind,theone eyedmanisking. Butwhathappensinaland,orbetteryet,autility enterprisewheretechnologygivesusthepowerofsightandinsight.unfortunately,confusioncancometoreign.that s wherebusinessintelligence(bi)mattersmost. Whatexactlyisbusinessintelligence?Inatechnicaldefinition,youcouldsaythatbusinessintelligencerepresentsthe toolsandsystemsthatplayakeyroleinthestrategicplanningprocessofthecorporation.thesearesystemsthatallowa companytogather,store,accessandanalyzecorporatedatatoaidinternalandexternalusergroupsindecision making andprocessautomation.youmightfurtherelaboratethatbusinessintelligenceisabroadcategoryofprocesses,systems andtechnologiesforgathering,storing,analyzing,andprovidingaccesstodatatohelpinternalandexternalusergroups makebetterbusinessdecisionsand/orautomateprocesses. However,knowingaboutthepotentialforBIisn tthesameashavingthefirst handexperienceofdesigning,developing, deployingandrunningbusinessintelligencesystemsinelectric,gasandwaterutilities.whatthebridgeresearchteam hasuncoveredasthebottomlineforutilities,isthatrobustbusinessintelligenceisaboutenablingvisibility,insight,and decision makingacrossallusergroupsforimprovedbusinessperformanceandproductivity. Inthe2012UtilityIndustrySurvey,BRIDGEaskedanaudienceofover14,000utilityemployeesabouttheirexperiencesin analytics,businessintelligenceand/orbigdata.afullbreakdownofparticipanttypescanbeviewedinfigure1. RTO;2% Other;8% Coop;29% Generacon; 17% Transmission; 27% Muni;17% IOU;13% Distribucon; 63% Figure1:BreakdownofParticipantTypes Inaquestionintendedtoassessthematuritylevelofanalyticsateachutility,53%ofrespondentswidelyadmittedthat theirorganizationhadimmaturebi/analyticscapabilities placingthemonthesideofknowingaboutthepotentialofbi butnotnecessarilyhavingfirst handexperience.regardlessofmaturity,29%indicatedthattheyareplanningmajor BI/Analyticsprojectsinthecomingtwoyearswhile62%areplanningminorBI/Analyticsprojects.Exampleprojectsthat 2012UtilityIndustrySurvey Copyright 2012BRIDGEEnergyGroup
3 werenotedbyparticipantsincludeinitiativesasminorasintroducing predictiveanalyticstoolstoeffortsasgreatasintegratingamidataintoan enterprisewidebi/analyticsplatform. Top3issuesimpactingplannedor ongoingbiprojects: Thedisconnectbetweenhandsonexperienceandplannedprojectspresents multipleissuesthatsurveyparticipantsfurtherechoedinlistingthetopthree challengesimpactingplannedorongoingprojects.thesechallengesinclude theintegrationofrelatedsystemsanddatastores,supplyandavailabilityof staffwiththerightskillsandlimitationswithcurrentbitools.infact,79% indicatetheavailabilityofknowledgeablestaffandtheintegrationofrelated systemsasthetopissueshinderingbi/analyticsimprovements. Integrationofrelatedsystemsand datastores Supplyandavailabilityofstaff withtherightskills LimitationswithcurrentBItools WhenaskedtoreviewEnergyCentral sutilityanalyticscurveseeninfigure2,surveyparticipantsbestidentifiedwith thelowerquadrantofthecurve.infact,overonethirdofrespondentsindicatedthattheywereatalevel3of Basic reporting andclosertoanswering whathappened inalimitedpresentationthanhavinganintuitivedashboardto confirmtheirsuspicions.nearlyaquarterofrespondentsidentifiedwithsimplyrecognizingtheoverflowofinformation. Onlysixpercentcategorizedthemselvesasbeingintheadvancedcategoryof Businesstransformation. Figure2,UtilityAnalyticsCurve Thisbegsthequestion,howcanutilitiesbetterleveragebusinessintelligenceandanalytics? 2012UtilityIndustrySurvey Copyright 2012BRIDGEEnergyGroup
4 The Six Hallmarks of Business Intelligence Becauseweunderstandthatlivingwiththesmartgridandimprovingutilityoperationsasawholerequiresafull handed understandingofinformationtechnology,operationstechnology,andutilityindustryspecificbusinessacumen,wecan netitoutandtellyouthatbetterinformationcanbringaboutsmarterbusinessdecisions,period. Inotherwords,weknowthatutilityBIisnotjustaboutenablingatechnologyandcreatingsomenewbusinessprocesses. RatherutilityBIisaboutbetterenablingthebusinessoftheutility.AsnotedbyEthanL.Cohen,PracticeLeaderat BRIDGEandconsultanttotheResearchTeam, Analyticsismorethanjusttheheuristicofbusinessinsightqueries. Robustutilityenterpriseanalyticsisalsoabouthavingthedashboards,reports,searchtoolsandtechnicalinsighttomake andsupportvalue drivendecisions. Figure3belowprovidesalogicalillustrationofautilityenterprisebusinessintelligencecapabilitythatdemonstratesthe complexityofachievingoperationalefficiencythroughintegratedanalytics. Figure3:IntegratedLookatBusinessIntelligence/Analytics Aswehaveworkedwithandcontributedtotheevolutionofbusinessintelligencewithourutilityandenergyindustry clients,bridgehasdefinedsixhallmarksthatweuseasayardstickforhelpourclientsdevelopandgrowtheirbusiness intelligencecapabilities. Hallmark1:Visibilityincreases,tonew previouslyunattainablelevelsofacuity,particularlyinthemanagementand measurementoftotalbusinessperformance.tostart,manyutilitiesmonitortheperformanceofcertainkeyperformance indicatorsincustomerserviceorfieldserviceandseektodescribethenewvaluechainscreatedacrossexistingbusiness processes. Hallmark2:Transparencysurgesbringingwithittheopportunityforutilitiestomitigatebusinessandtechnologyrisk, supportcompliance,upkeepauditandcontrolandpromotevisibilitytomaterialeventsatalllevelsoftheorganization. 2012UtilityIndustrySurvey Copyright 2012BRIDGEEnergyGroup
5 Manyutilitiesarefindingtheprojectbudgetsbecomemucheasiertocreateandtomanagewithhigherdegreesof accuracy.someofthemostsubstantialimprovementsaretobefoundinitprojects,operationsprojects,andlarge capitalprojects. Hallmark3:Analyzingandmonitoringdataenablesthebusinesstoimproveafunctionalprocessacrossbothinternaland externalstakeholders.forexample,afieldservicetechnicianre configuresanoutagemanagementschedulebasedon dataandanalysisfromcustomerservice. Hallmark4:Timelinessbecomesadriverinsecondary,tertiaryandeven quaternarydecisionsandoptimizationbecomesabusinessleverwhereas prioritizationrubricscreatedconstraints.utilitiesatthisstagemight,for example,beabletoreactquicklytoachangeinengineeringlaborratesand decidetomoveupthedesignofnewlateralseveninthemidstofothermore complexprojects. Hallmark5:Innovation,ordoingbusinessdifferently,becomessecondnature andisnolongera specialproject requiringsignificantmanagement oversight.forinstance,amunicipalutilitybeginstoidentifyareasof infrastructureunderinvestmentbycross populatingstreetrepairsurveyswith powerorgasinfrastructurefieldsurveys. Analyticsismorethanjustthe heuristicofbusinessinsightqueries. Robustutilityenterpriseanalyticsis alsoabouthavingthedashboards, reports,searchtoolsandtechnical insighttomakeandsupportvaluedrivendecisions. EthanL.Cohen,PracticeLeader, BRIDGEEnergyGroup Hallmark6:Productivityincreaseswhenpeopleareprovidedwithfocused,relevantinformationandinturn,moreand moreutilityemployeescandeliverevidence basedinsightandmakevalue centricdecisions. Seemssimpleenough,right?Well,simplicityandelegancedocomeatbotheffortandaprice;andutilitieshave,sofar, focusedonanalyticsandnotthewholestreamoftoolsandcapabilitiesthatenablebusinessintelligence.throughour experienceandthe2012bridgeutilitiesindustrysurvey,wehaveuncoveredakeyinsight;inordertocaptureoutcomes frombusinessintelligence therightpeople,processesandtechnologiesneedtobeinplaceinordertoachievesuccess. AboutBRIDGEEnergyGroup BRIDGEEnergyGroupistheleadingUtilitybusinessconsultingandsystemsintegrationsolutions provider for clients in the Utility industry. BRIDGE offers business and IT transformation strategy planning, program managementandexpertimplementationservicesinsupportofkeymarketoperations,gridoperationsandsmartgrid initiatives across Generation, Transmission, Distribution, Independent System Operators and Regional Transmission Operators. Founded in 2004, BRIDGE is headquartered in Marlborough, MA. For more information on BRIDGE, please contact orvisithttp:// 2012UtilityIndustrySurvey Copyright 2012BRIDGEEnergyGroup
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