Utility Week

UTILITY WEEK | JANUARY 2021 | 35 Operational Excellence in association with next projects. Therefore, the process we have in creating, collecting, and analysing data is as important as the asset we are creating." Another participant also stressed the need to make time to analyse the data gener- ated: "We spend so much time 'feeding the beast', we don't really stop to think about what it means and what value to the busi- ness we get from it." Participants also pointed out that teams were already generating huge swathes of data, including data in BIM (building infor- mation modelling), and in design, through site information using iPads, scanners and video footage. "We don't need more data – it needs to be more integrated and we need to use the data in a way that gives us warning of a risk to our programmes. It's about risk management and data to model risk management and to help quantify risks," said one. It's all about integrating data It was also pointed out that fostering greater collaboration means that data must † ow down and across and not just up the sup- ply chain. "Project teams are relying on peo- ple in supply chains sharing data in ways they've not before," said Geoˆ Roberts direc- tor, global industry strategy, at Oracle Con- struction and Engineering. "We're not very good at pushing data down to Ž eld operatives so they understand the impact, such as programme slippage. These are things they need to be aware of so they can manage their business eˆ ectively," he added. This point resonated with the group, who agreed that the downwards supply of infor- mation was o' en poor. "I think a lot of us are in the same boat. We need to engage with the tier 1s and tier 2s earlier in the game with the data † ow. We're nowhere near where we should be. But we've got plans to improve that by engaging earlier," one said. The need for data integration as well as downward † ow was also emphasised. "All of our organisations are data rich – but using that data in the best way is not easy because it's all in disparate systems. To get a single version of the truth to inform management decisions is quite tricky at times." Summing up, Roberts said: "It's all about integrated data. Bringing together all the disparate information from across the organisation and from supply chains is the most fundamental part. Once you've done that, you can start your AI machine learning stuˆ . But it all starts with getting that data together in one place." Denise Chevin, intelligence editor "We spend so much time 'feeding the beast', we don't really stop to think about what it means and what value to the business we get from it." "There's a difference between what is interesting for a supplier and what is valuable." Connecting teams internally and externally to enable data-driven decision making Comment Geoff Roberts Director, global industry strategy, Oracle Construction and Engineering O racle Construction and Engineering's powerful combination of solutions supports the discussion that we heard in the roundtable by providing data † ows both to and from the supply chain in near real time. In addition, that data also † ows between suppliers and internal departments, so it's not simply limited to internal connections. This data † ow enables eˆ ective informed data-driven decisions to be made at all levels throughout an organisation and throughout the supply•chain. As the supply chain base expands it is important that solutions support the following key areas: ease of use and ease of access to information; seamless movement of data – in that data should naturally move to enable informed decision making across the organisation and its supply chain; and data sharing based on intelligence – in that it provides the right data to the right people. They should be cloud- enabled to ease access to the ever-expanding supply chain and provide inherent governance and control while being easy to use. They must provide access to the whole team through mobility and provide near real- time visibility to data to enable decision makers to act eˆ ectively. Further, they should be scalable. Utility businesses engaging in innovative digital transformation programmes, such as Scottish Water, need solutions that work now but can also grow with the business and capitalise on future technology advancements instead of becoming obsolete. Scottish Water implemented its project, programme and portfolio management solution (P3M), a single source of information for the capital programme consisting of integrated cloud-based Oracle Construction and Engineering products. The new system has created a robust governance system for Scottish Water, enabling visibility and control and has helped to drive consistency across the business, providing relevant and timely data to relevant teams leading to informed decision making across the capital programme. According to Brian Maxwell, general manager, portfolio management at Scottish Water: "P3M and the other cloud-based changes implemented by Scottish Water is a real step forward in terms of how our business is managed and feeds into our longer-term digital strategy focused on continual improvement." "Utilities engaging in innovative digital transformation need solutions that work now but can also grow with the business"

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