ENERGEX had a low level automation system in place for their field workers that was not handling the increased quantity of data, providing sufficient accuracy, or speed of delivery to the field.
When developing a replacement system, ENERGEX wanted the new system to improve customer service levels, assist field staff in completing safer and higher performing field work, and use a smarter, integrated electronic schedule and dispatch tool (Ventyx Service Suite).
The resulting solution uses Field Force Automation (FFA) technology, implemented with the latest release of the Service Suite solution from Ventyx and incorporated the integration of a number of ENERGEX’s host systems. This allows ENERGEX crews now locate faults in the network faster than ever through satellite navigation, tracking, and dispatch. The FFA computer system provides field crews with unprecedented access to electronic information about outages and customer premises from their vehicle, reducing phone calls and travel time during storms and other peak periods. The new system benefits millions of people throughout Queensland and New South Wales, providing faster, more efficient responses from ENERGEX.
Under IPA, all Councils are required to prepare and implement a planning scheme to help guide growth and change in their areas. Rapid growth in population, coupled with new legislation, prompted the Gold Coast City Council (GCCC) to plan an appropriate business solution for the future, requiring high levels of flexibility and efficiency.
The Developer Contributions Group is a specialist group in the GCCC responsible for calculating infrastructure charges on a daily basis. These calculations were manually intensive and heavily reliant on the speed, mathematical skills, and long-term concentration capabilities of employees. Integral worked with the GCCC to create a semi-automated program that helped support the human resources during this rapid growth. This solution aimed to achieve better satisfaction of legislative requirements, cost reductions associated with the implementation of the new legislation and the development of a flexible business solution that provided a framework for current systems and future processes.
Integral built an Oracle Fusion Middleware based SOA solution that integrated Oracle Policy Automation software (formerly RulesBurst) with the Council’s mainframe based Asset Management System, Property Developer Contribution and Geographic Information System to provide a streamlined, semi-automated process. This integrated capability was ultimately exposed as a web based application called the PIP Charge Calculator.
The Department of Transport and Main Roads (TMR) legacy 131940 Traffic and Travel Information website (TTI) was difficult to maintain, with no map interface to visually display the current status of the Queensland Road Network.
The redeveloped website’s main aim was to provide Queensland road users with a near real-time view of activities occurring on state-controlled roads, roads of regional significance and some local government roads, in parallel to the ever-increasing need for reliable and timely TTI.
Integral worked closely with TMR stakeholders to source a highly available and scalable software as a service solution. The resulting website includes an easily navigated source of traffic and road event information for the public, multiple channels to deliver this information by trusted sources, and integration with other departmental systems including the TMR Incident Management System. It also allows users to customise their view of traffic information and integrates live traffic web camera focus from across Queensland.
The Student Experience Program was part of the redevelopment of the programs and courses website and student enrolment process, addressing the issues with the previous system.
By understanding the user requirements for the business system, Integral provided direction on system architecture and technical integration to meet scalability, performance, security, maintainability and operability requirements. This included modelling an enterprise web services framework, producing a time and resource plan for delivery and facilitating technical solution until project handover.
Integral delivered the system and data integration components for the Griffith Online Programs and Courses and Online Enrolments applications. The team achieved this by developing an advanced, near real time Operational Data Warehouse (called the DataHub) that reflected the current state of programs, courses and student information in a centralised, validated repository. DataHub was developed using a combination of data modelling skills and integration tools such as Oracle SQL Developer, Oracle Data Integrator and Oracle SOA Suite.
The ClimateSmart Home Services (CSHS) was a Queensland Government initiative (managed by LGIS), specifically designed to help Queenslanders reduce their carbon footprint and reduce their household bills.
LGIS sought to upgrade its systems to enable business improvements and efficiencies in delivering the ClimateSmart Home Service (CSHS). This involved redeveloping the ClimateSmart Home Audit System, a real time workforce automation system for electricians visiting customers’ homes and performing audits. Supporting works included a website with the CSHS booking system, an online feedback module and the ‘How Low Can You Go’ portal, which provided in-home audit results and recommendations on savings and energy use.
Integral and LGIS collaborated to develop the ClimateSmart Home Service information and data management systems. A very useable, highly adaptable product, CSHS succeeded in raising awareness to saving energy in Queensland across markets. CSHS’s new technology architecture included a high performance hosted enterprise class infrastructure that provided efficient availability (99.9%) and was scalable (for increased customer levels.) Supporting high load levels, Integral’s SupportNow service also provided 24×7 management service for the solution and infrastructure components.
Focusing on a new project is all well and good, but you also must ensure it won’t harm business operations. It happens so easily. Come across any of these? A sponsor executive who doesn’t understand the impact of the project on business processes. A leadership team with a poor grasp…
Author: Bernadette Greenock Good Agility Point Seven: DELIVERING A SPRINT OR ITERATION A Sprint or Iteration process are often two interchangeable terms however, delivery in ‘Sprints’ is more likely to be a Scrum based approach as opposed to an Iterative one which is more of an ‘Agile Mindset’ approach of delivering…
Author: Bernadette Greenock Good Agility Point Five: METHODS AGILE PROJECTS APPLY TO LOWER THE COST OF CHANGE Our highest priority is to satisfy the customer through early and continuous delivery of valuable and useful software. Identifying issues early and changing direction quickly to satisfy the customer need is key to achieving…
Author: Bernadette Greenock Good Agility Point Four: SOME KEY CONCEPTS OF A VALUE-DRIVEN APPROACH Customers continuously care about whether or not you’re delivering software that works throughout the agile project development cycle. They require some form of business functionality which proves that the evolving software application serves their business needs. Traditional…
Author: Bernadette Greenock Good Agility Point Two: WHAT IS THE DIFFERENCE BETWEEN DOING SCRUM/EXTREME PROGRAMMING AND ‘BEING’ AGILE Extreme Programming (XP) and Scrum are two agile methodologies. Agile trusts highly collaborative teams to quickly and iteratively build production-ready software. Written plans and documentation are kept to a minimum as requirements are assumed…
Author: Bernadette Greenock Agile in the real world is about frequently delivering working solutions and enabling the user to quickly see the benefits of these solutions. This is far more beneficial than an all at once approach, which can take months or years to deliver. Technology and market requirements change so…
© 2019 Integral Technology Solutions.
ENERGEX had a low level automation system in place for their field workers that was not handling the increased quantity of data, providing sufficient accuracy, or speed of delivery to the field.
When developing a replacement system, ENERGEX wanted the new system to improve customer service levels, assist field staff in completing safer and higher performing field work, and use a smarter, integrated electronic schedule and dispatch tool (Ventyx Service Suite).
The resulting solution uses Field Force Automation (FFA) technology, implemented with the latest release of the Service Suite solution from Ventyx and incorporated the integration of a number of ENERGEX’s host systems. This allows ENERGEX crews now locate faults in the network faster than ever through satellite navigation, tracking, and dispatch. The FFA computer system provides field crews with unprecedented access to electronic information about outages and customer premises from their vehicle, reducing phone calls and travel time during storms and other peak periods. The new system benefits millions of people throughout Queensland and New South Wales, providing faster, more efficient responses from ENERGEX.
Under IPA, all Councils are required to prepare and implement a planning scheme to help guide growth and change in their areas. Rapid growth in population, coupled with new legislation, prompted the Gold Coast City Council (GCCC) to plan an appropriate business solution for the future, requiring high levels of flexibility and efficiency.
The Developer Contributions Group is a specialist group in the GCCC responsible for calculating infrastructure charges on a daily basis. These calculations were manually intensive and heavily reliant on the speed, mathematical skills, and long-term concentration capabilities of employees. Integral worked with the GCCC to create a semi-automated program that helped support the human resources during this rapid growth. This solution aimed to achieve better satisfaction of legislative requirements, cost reductions associated with the implementation of the new legislation and the development of a flexible business solution that provided a framework for current systems and future processes.
Integral built an Oracle Fusion Middleware based SOA solution that integrated Oracle Policy Automation software (formerly RulesBurst) with the Council’s mainframe based Asset Management System, Property Developer Contribution and Geographic Information System to provide a streamlined, semi-automated process. This integrated capability was ultimately exposed as a web based application called the PIP Charge Calculator.
The Department of Transport and Main Roads (TMR) legacy 131940 Traffic and Travel Information website (TTI) was difficult to maintain, with no map interface to visually display the current status of the Queensland Road Network.
The redeveloped website’s main aim was to provide Queensland road users with a near real-time view of activities occurring on state-controlled roads, roads of regional significance and some local government roads, in parallel to the ever-increasing need for reliable and timely TTI.
Integral worked closely with TMR stakeholders to source a highly available and scalable software as a service solution. The resulting website includes an easily navigated source of traffic and road event information for the public, multiple channels to deliver this information by trusted sources, and integration with other departmental systems including the TMR Incident Management System. It also allows users to customise their view of traffic information and integrates live traffic web camera focus from across Queensland.
The Student Experience Program was part of the redevelopment of the programs and courses website and student enrolment process, addressing the issues with the previous system.
By understanding the user requirements for the business system, Integral provided direction on system architecture and technical integration to meet scalability, performance, security, maintainability and operability requirements. This included modelling an enterprise web services framework, producing a time and resource plan for delivery and facilitating technical solution until project handover.
Integral delivered the system and data integration components for the Griffith Online Programs and Courses and Online Enrolments applications. The team achieved this by developing an advanced, near real time Operational Data Warehouse (called the DataHub) that reflected the current state of programs, courses and student information in a centralised, validated repository. DataHub was developed using a combination of data modelling skills and integration tools such as Oracle SQL Developer, Oracle Data Integrator and Oracle SOA Suite.
The ClimateSmart Home Services (CSHS) was a Queensland Government initiative (managed by LGIS), specifically designed to help Queenslanders reduce their carbon footprint and reduce their household bills.
LGIS sought to upgrade its systems to enable business improvements and efficiencies in delivering the ClimateSmart Home Service (CSHS). This involved redeveloping the ClimateSmart Home Audit System, a real time workforce automation system for electricians visiting customers’ homes and performing audits. Supporting works included a website with the CSHS booking system, an online feedback module and the ‘How Low Can You Go’ portal, which provided in-home audit results and recommendations on savings and energy use.
Integral and LGIS collaborated to develop the ClimateSmart Home Service information and data management systems. A very useable, highly adaptable product, CSHS succeeded in raising awareness to saving energy in Queensland across markets. CSHS’s new technology architecture included a high performance hosted enterprise class infrastructure that provided efficient availability (99.9%) and was scalable (for increased customer levels.) Supporting high load levels, Integral’s SupportNow service also provided 24×7 management service for the solution and infrastructure components.
Focusing on a new project is all well and good, but you also must ensure it won’t harm business operations. It happens so easily. Come across any of these? A sponsor executive who doesn’t understand the impact of the project on business processes. A leadership team with a poor grasp…
