The background data is typically either simple raster or vector maps used for positional information.
Alternatively, the data could be scanned copies of paper records previously created and maintained by
draftspeople within the organisation representing the networldasset data. Usually the first task when
adopting GIS in a utility and telecommunication organisation is to capture the data from the scanned
image through a process of digitizing. The digitised data then forms the foreground data.
The foreground data represents the ‘as-built’ state of the network, combining spatial, topological
connectivity and engineering information for the network elements. For utility and
telecommunication companies this would include, for example: the layout of all pipes, valves,
pumping stations; cables, lines, substations; fibre, coaxial and civils networks; service to customers
and premise locations. In addition, it may be necessary to represent several views of the same
network and maintain the integrity between them, for example: geographical, gee-schematic or
schematic.
When performing planning tasks and analysis within GIS, it is crucial to have the ability to maintain
different states or versions of the network. When modelling the future, the ability to represent
alternatives is of great value (Eastertield et al, 1990). Version management provides the ideal
environment for ‘what-if scenario studies without upsetting the ‘as-built’ state of the network. An
example of this in the electrical industry would be: ‘what if there were a transformer problem and a
group of customers had to be back-fed from another substation – would this seriously effect the
voltage profile and result in loss of service ?’
To summarise, GIS enables the following tasks:
- Multi-user data capture
- Design and documentation of the network
- Production of construction drawings
- Spatial and topological query support
- Planning new network elements and possible changes to the network state
Work and Asset Management
WAM systems are typically large, long term corporate packages providing a complex set of services.
These systems are ollen referred to as ‘enterprise-wide’ systems as their applications touch almost
every area of an organisation’s business.
WAM packages manage a complete range of utility and telecommunications assets, from the
buildings owned, to its staff, to the actual network assets. All these are accounted, budgeted,
maintained and planned for within a WAM system. The WAM applications of primary importance to
support utilities and telecommunications network infrastructure are asset management and work
management.
Asset Management
To reiterate, the key to a utility and telecommunication company’s success is its assets - its network
and its customers. As plant and equipment are becoming more complex, the need to organise, record
and maintain information about the assets in a standard and structured way is becoming increasingly
important. Once a full asset inventory is established, it can then be used within other areas of the
business.
Asset management maintains a registry of every physical component on the network to a great level
of detail, for example: serial number, bin number, life expectancy, maintenance and location history,
supplier information and warranty periods. The successful tracking and management of assets enables
efficient purchasing, scheduling and budgeting within an organisation.
The aim of asset management is to minimise the downtime of the network as this is detrimental to an
organisation causing unplanned costs and unhappy customers. By maintaining the network on an ‘asneeded’
basis via condition based monitoring, failure code analysis and just-in-time maintenance
techniques, asset management can be turned from a cost to a profit centre by:
- Increasing equipment uptime
- Reducing defects
- Reducing maintenance costs
- Reducing spare part/inventory costs
Work Management
Work management concerns the management of maintenance requests, the planning of workloads and
scheduling of resources. Automating the workflow and ensuring all work is planned effectively and
monitored through its lifecycle is a large contributor to minimizing maintenance costs.
A workorder begins the work management flow indicating maintenance to be done in the field and
resources which need to be scheduled. Maintenance requests are generated from a number of sources,
for example: customers to call centres (unplanned), engineers carrying out routine inspections
(planned) and by date/meter (pre-planned). A workorder documents the equipment/asset to be
maintained, details of the problem, worklsteps to resolve the problem, resources and materials
required and expected duration of the job.
Analysing the above information leads to the planning and estimation of outstanding workorders.
This includes evaluating the maintenance details, tasks and resources, which in turn interact with and
rely on labour schedules and materials management.
Work scheduling follows the planning and estimation phase and matches the desired requirement
against the available resources. This is an iterative process that is closely coupled with planning and
analysis. Once realistic plans are produced which optimise craft and Iabour, maintenance is formally
assigned to a work crew.
Depending on the complexity of the maintenance request, work can be spread over long periods of
time. Because of this, complex monitoring of the scheduled work is carried out, where modifications
can be made if the predicted resources don’t meet the actuals.
The following is a diagram to summarise the workflow process:
Figure 1: Workflow Process
