Successful Large Conversion Projects...How to Guide
Allan Radke
GIS Project Team Leader, Northern States Power
Tom Guzman, Senior Project Manager, QC Data Inc.
Introduction
The purpose of this paper is to describe in some detail the successfid completion of a
large conversion project involving Northern States Power Company and its conversion
vendor, QC Data Inc. This paper will discuss the unique circumstances encountered
during the project and practices that were implemented, which allowed this large and
extensive conversion project to be completed with a very high degree of quality and on
time. The paper will focus on those best practices that provided benefit to overall project
success, as well as discuss some of the pitfalls and lessons learned in undertaking this
complex and challenging project.
Background
Northern States Power Company (N'SP), headquartered in Minneapolis, Minnesota, is a
major U.S. utility with growing domestic and international nonregulated operations. NSP
and its wholly owned utility subsidiary Northern States Power Company-Wisconsin,
operate generation, transmission and distribution facilities providing electricity to about
1.4 million customers in Minnesota, Wisconsin, North Dakota, South Dakota and
Michigan. The two companies also distribute natural gas to more than 440,000
customers in Minnesota, Wisconsin, North Dakota and Michigan, and provide a variety
of energy-related services throughout their service areas.
QC DATA, Inc. provides Spatial Data Solutions and conducts data conversion, data
migration, data maintenance, quality assurance, data management, and professional
services to electric, gas, telephone, and water utilities; government sectors; and pipeline
and petroleum industries. The QC Data group of companies employs over 800
employees worldwide, with over 540 dedicated specifically to the Spatial Data Services
division, which specializes in AM/FM, GIS, and LIS data solutions. Production facilities
for the Spatial Data Services are located in Denver, Colorado; Calgary, Alberta, Canada;
and Cork, Ireland.
The Project
In March 1993, NSP embarked on an initiative designed to implement a Geographical
Information System (GIS). Utilizing the services of a consulting organization, NSP
developed a statement of work, and a vendor bidding and evaluation process. As a result,
QC Data, Inc. was selected as the vendor of choice. After conducting detailed surveys of
each Minnesota Region's map sources, NSP started developing the processes for the data
conversion. The result was a plan that would enable map sources to be converted, provide
the means to update the maps during and afier conversion, and implement user training
and the eventual data rollout to the user community. NSP went a step deeper and
developed area and region preparation procedures, final conversion specifications, quality
assurance and acceptance procedures, as well as a detailed schedule for completion
milestones. The conversion activity was limited to Minnesota regions only and included
the actual conversion of approximately 11,000 electrical distribution maps and 5,000 gas
distribution maps of varying scales, and the development of a landbase for the 43
counties within the NSP service territory covering approximately 50,000 square miles. In
addition to automated mapping, this project involved the construction of a geographically
referenced database that provides numerous facilities management functions. The system
allows the ability to map, edit, query and view electric, gas and land features data.
Proiect Startup
In any project, the startup oftentimes represents one of the more difficult periods in the
life of the project. Many obstacles are present and the difficult task of implementing the
project effort is ofien time consuming and challenging. But there area few important
concepts that can be addressed that do tend to make this implementation easier. Most
importantly, establishing a spirit of cooperation and teamwork among all organizations
seems to be the most beneficial activity early on in the project. A few other concepts to
assist in establishing this spirit are addressed as follows:
Understanding the Magnitude of the Proiect
Understanding each other's organizational investment and the importance of a successful
project needs to be foremost and highly visible within each organization involved in the
conversion effort. Strategic and long range goals need to published and communicated to
all stakeholders, as well as all project team members. In this environment of increased
competition within the utility industry, it is absolutely essential that organizational goals
and objectives, along with the timeline for accomplishment be made visible and
understood by all involved. Often the long range and strategic goals within the
organization not only have long term implications in terms of their importance to the
overall survival of the organization, but also the financial investment. Most of the time,
these objectives are linked and obtaining overall success is contingent upon the
incremental success of all facets or parts of the entire long-range initiatives. There is
usually, tremendous financial implications tied to the success of each segment.
Understanding the financial investment and the integrated financial impact is essential.
