Information and Knowledge Management using ArcGIS ModelBuilder

Hallur Leivsgarð Joensen and Torben Tambo
employees, and this ultimately reduces the risk and degree of change. Re-engineering has a broader
domain than Re-design and involves all reconstruction dimensions of the organisation from change
management to project management (Hanafizadeh et. al, 2009), and can be claimed to be more valid
to PowerCo using Mansar and Reijers (2007).
The starting point for the BPR-project is with Davenport (1994) the claim for emphasises on certain
use of existing processes and clear differentiation from the BPR founders original exhortation “Don’t
automate, obliterate” (Hammer, 1993), and moves towards a degree of current practice recognition. In
terms of application, it is now claimed that best practices which align with organisation strategies and
technical challenges should be applied (Hanafizadeh, 2009).
Essential actions and results of the research process:
Making workshops with MVNOSoft to operative personnel with business process insight. (26
persons)
Conducting a number of workshops with selected groups on mock-ups of MVNOSoft with follow
on in-depth interviews. (3 x 3 persons)
Identifying a number of current business processes; documenting these
Comparing with business processes already supported by MVNOSoft
Assessment of problem areas in move from B2B to B2C
Selecting the process of shifting customers as a sample
Indepth analysis of this process with users above
Through mock-ups time consumption was identified to be possible to reduce from 56 minutes to
12 minutes. Given forthcoming features in national infrastructure even lower figures could be
reached.
Consumers were not approached since MVNOSoft had a proven track record, although consumer
behaviour was mapped from the experiences of the owner companies of PowerCo
The MVNO feasibility study within PowerCo and PowerCoSales proved a strong alignment between
business processes in most fields. Unique identity of customers, technological artefacts, customer
relations, master data and shifting customers were proven to impose minor challenges in adapting
and implementing the technology. Momentarily the project is postponed, as the back office integration
given in the mobile phone system (GSM) seemed absent in the utilities sector. A major project to
establish such an infrastructure was launched from the political/regulatory system during the feasibility
study and is further described in Energinet.dk (2010). When the complete national and Nordic (or EU)
information infrastructure is in place expectedly around 2012, the project is presumed to proceed.
5. Discussion
Greener energy implies a large range of aspects where research and media interest have mostly
been on production and consumption. The B2C marketplace in many economies is still not
contributing significantly to the process of greening. The feasibility of MVNO software and business
processes has been the object of this study. MVNO provides a straightforward connection between
traders, consumers, infrastructure operators and wholesalers. MVNO disconnects the strong link
between physical infrastructure and the consumer.
Green IT inspired by IT infrastructure (Harmon & Auseklis 2007) evolves into information systems for
broader initiatives of sustainability in society (Borzachiello et al. 2009, Halfawy et al. 2004, Huang
2009). Efficient information systems for the utility sector must be regarded with a view of
transformation, innovation and change. Efficient information systems are expected to lower handling
costs and ease penetration of new market players. Eco-labelling can easier be introduced (Banerjee
and Solomon 2003). The Strompreise.de (2010) shows labelling in the electricity market generally
distributed over the labels of
Renewable energy (hydro, wind)
Nuclear labelled with micrograms of high and low radioactive nuclear waste
Thermal energy based on gas, coal and oil labelled with CO2 emission.
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