Case 1: SMART Prepayment Platform

Project description: as part of the priority roll-out of smart meters for customers entitled to budget meters, Eandis, Ores, Infrax and Resa decided to purchase a SMART Prepayment Platform and set up a pilot project.


Role of Methis Consulting: assistance in the purchase of the platform, project management and business analysis via Atrias.


  • Drawing up of a comprehensive tender for the purchase of the Smart Prepayment Platform (PPP) and assessment of the offers received.
  • Development of the standard market processes (MIG) that will be used for communication with the Smart Prepayment Platform.
  • Project management and business analysis via Atrias, as well as monitoring of the coordination between and involvement of all stakeholders.




  • Purchase of a Smart Prepayment Platform that meets all the set requirements within the stipulated deadlines.
  • Timely launch of the Smart PPP roll-out project.



Case 2: Process and application changes in a retail organisation

Project description: total process redesign and system implementation (front-end, middleware and back-end) for the retail environment of a major Belgian energy provider.


Role of Methis Consulting: responsible for a broad spectrum of guidance on business side; project definition, project management, process-design, change management and business architecture.


  • Co-business project lead and change management responsibility. In this role, Methis Consulting was jointly responsible for defining the approach for the project, developing a standard for process modelling, and defining and implementing training for over 1,000 employees.
  • Track lead in the following areas: products and services, complaints, contact management, dunning, legal recovery, workload management. Methis Consulting acted as the link between business and IT. Business requirements were attuned with stakeholders, captured in a business blueprint and discussed in detail with IT.
  • Lead business architecture: developing various business architecture issues and guiding the whole architecture team.




  • Targets achieved; implementation of optimised processes by enhancing interaction with the client (customer journeys in an SOA environment) and a significant reduction in the cost-to-serve.
  • The project was completed successfully within the time and budget set.



Case 3: Exchange of regional energy networks

Project description: two regional distribution grid operators are exchanging energy networks. Bringing electricity and gas networks in the areas to be exchanged under a single operator creates a situation that is clear for creates a situation that is clear for customers and makes a more efficient operating procedure possible.


Role of Methis Consulting: 


  • Drafting an impact analysis containing a clear description of what this means for the processes, systems, organisation and customer.
  • Ensuring that scenarios are developed for various subjects and submitted for the decision-making process.
  • Drafting a transition plan for business in preparation for go live.
  • Drafting internal and external communication with regard to the exchange of energy networks.




  • Project went live on 1 January 2016 without remarkable issues.



Case 4: Process redesign of connections with a distribution network manager

Project description: optimising the “Connections” process (new connections, changes to connections, etc.) in order to improve customer satisfaction and reduce the operating costs associated with the process.


Role of Methis Consulting: project management and business analysis.


  • Analysing the current process: focus interviews with managers, ‘shadowing’ staff in the field and administrative services, organising workshops with technicians, back-office employees, contact centre staff, etc..
  • Defining the vision for the new process: facilitating workshops with senior management and other managers to draw up guidelines.
  • Detailed description of the new processes, including the needs for supporting ICT systems.
  • Supervising implementation.




  • Higher level of customer satisfaction, savings in operating costs (project still ongoing).



Case 5: SMART metering pilot project

Project description: as part of the increase in the number of decentralised production units in the energy landscape and the potential rollout of Smart Meters, Eandis has implemented a number of programmes designed to support the rollout of these new technologies.


Role of Methis Consulting: project management and business analysis.


  • In-depth process analysis for the pilot rollout of Smart Meters; development of both the to-be processes and the possible rollout scenarios.
  • Optimisation of the processes for handling new PV installations (solar panels): simplifying, automating & enhancing data quality.
  • Setting up a data cleaning process for 85,000 decentralised production installations: defining business rules, developing processes & running the cleaning team.




  • More efficient and more effective processes for supporting these new technologies.



Case 6: Analysis of the central clearing house and transition to a new market model for the energy market

Project description: on the Belgian energy market, the interaction between network operators and suppliers is defined in the ‘MIG’ documents. The current version, MIG 4, is being replaced by a new version, MIG 6. In addition, the current clearing houses are being replaced by a single federal clearing house, Atrias, which will communicate with the network operators via a new set of arrangements (MIG DGO).


Role of Methis Consulting: to ensure the smooth transition of these market-wide changes, Atrias asked Methis Consulting to put a project team in place to facilitate this transition.


  • Establishing a single, central transition plan with all of the business and technical steps involved for all of the market parties for the transition from MIG DGO, MIG 6 and CMS (Central Market System) which is also known worldwide and will be brought forward.
  • Defining a communication plan for carrying out and managing communication between all of the market players during the transition.
  • Defining a test strategy for testing the implementation of the transition plan in order to ensure a problem-free Go-Live.
  • The central coordination of the implementation of the transition plan, both in dry runs and for the live transition in order to ensure that the transition plan is carried out in the agreed way by all stakeholders (more than 65 organisations). For this to happen, the required checks and balances will be built in. Decisions will be taken during these checks, based on acceptance criteria defined in advance.


Result: transition to a new market model for the energy market.


  • Delivery of a transition approach, test approach and transition plan that will be carried forward and validated by all of the market parties.
  • Implementation of an initial transition dry run with Atrias, the distribution network managers and the energy suppliers.


Role of Methis Consulting: business and functional analysis for the development of the central federal clearinghouse (CMS) for the domain settlement, in-feed and billing.


  • Development of MIG DGO documentation in close consultation with DGO specialists. The final documents are used as a business requirements platform for the development of the central federal clearinghouse (CMS).
  • Review and validate the functional designs, based on the Atrias methodology.
  • Define the test strategy and consequential test scenarios and test cases, based on business and functional requirements.
  • Represent business during the acceptance tests and responsibility for acceptance of the final delivery.


Result: business and functional analysis for the development of the central federal clearinghouse (CMS) for the domain settlement, in-feed and billing.


  • Successful delivery of MIG DGO documents and processes.
  • Project in the test phase.


Case 7: Application change of sourcing processes 

Project description: optimise the ‘Sourcing’ process (calculation of volumes and prices so that the purchases and sales of energy on the market can be carried out in optimum fashion). The aim of the project was to standardise, secure and automate the processes.


Role of Methis Consulting: product owner role that forms the link between the scrum team and business and which develops the functional requirements.


  • Self-built application that makes the link between contracts sold and the energy to be bought/sold.
  • Replace various current systems by analysing them and coming up with improvements.
  • As much as possible set up a dynamic model in which business can carry out changes to the configuration itself and where there can be as few IT interventions as possible. This is necessary because of the volatility of the parameters with which the processes are carried out.
  • Visual support and insight into the processes with a user interface that supports graphics and is mobile friendly.




  • Savings on operating costs and optimisation of purchases/sales (project still running).



Case 8: Redesign sales processes

Project description: replacement of the back-office application that controls and monitors all sales data for a Belgian public transport operator.


Role of Methis Consulting: Methis Consulting was responsible for the project management and business analysis on the project


  • Project business lead, including responsibility for monitoring the project plan, supporting the project start (kick-off, setting up the project team, scoping exercise, etc.), acting as the key contact between business and IT and reporting to the business management.
  • Carrying out the process redesign and drafting a business blueprint: identifying points for improvement within the process (e.g. automating activities and elimination superfluous steps), within the organisation (e.g. evaluating the decentralisation vs. centralisation of activities), and within the application (improving user-friendliness, providing new functionalities).
  • Coordinating the tests and implementation; in this role, Methis Consulting was responsible for drawing up an implementation plan that included a pilot phase (staged rollout over 15 different regions with approximately 100 direct end-users and an indirect impact for all service desk employees), providing training to end-users, etc.




  • The successful implementation, with no significant problems, enabled the intended centralisation (from fifteen regions to five) to go-live after just a few months. The user satisfaction survey conducted 2 months after the go-live showed that 92.6% of users considered the new application to be an improvement.