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Yes, there is life on MARS! ... A journey towards an enterprise-wide geospatial information& technology solution
John A. Middlestead
Manager, Distribution Drafting & MARS Technical Services
Michigan Consolidated Gas (MichCon)
3200 Hobson
Detroit, Michigan USA 48201
John A. Middlestead
Manager, Distribution Drafting & MARS Technical Services
Michigan Consolidated Gas (MichCon)
3200 Hobson
Detroit, Michigan USA 48201
Today’s World and Business Realities
Many of us who grew up in the utility business during the 1970’s and 1980’s have found that today’s realities are more than slight paradigm shift, they are dramatic and unsettling at times. The legal monopolies of yesteryear where we proposed rate increases to cover cost increases and plant additions and expansions to each state’s public service commission have been replaced in large part with competition and customer choice. Customers can not be taken for granted anymore. As utilities, telecommunication companies, public works agencies, and other infrastructure-based entities we need information. We are after market intelligence information, marketing strategies and campaigns, the utilization of customer care systems to get closer to the needs of the customer, work management systems for operational efficiency, GIS for planning, and a host of other enterprise-wide tools that can help us retain and attract new customers. Government is also under closer scrutiny today. Raising taxes to covercosts has been replaced with doing a better job with the resources available. Customer and taxpayer expectations have never been higher.
Also changing is the functional structure within our organizations. These “silos” have been replaced with various processes that are at the core of the business. This does not mean that organizations naturally fall into this method of organization. After all, trained behaviors are always harder to change than newly learned ones. Specialties that have been replaced by multiple process dependencies on others is more difficult to deal with than getting work done within a specialty e.g. Marketing, Engineering, Operations. While this is true we all need to change. This includes learning new skills, learning to depend on one another, and the elimination of steps that are not needed by the customer or client. The marketplace will determine which companies excel in the transformation to a customer-focused entity. An integral part of the New World order is the development of integrated systems that assist organizations to capture much needed efficiencies.
Systems of the Enterprise
The systems of enterprise normally consist of major groupings to support the external customer (bill / taxpayer), the company / agency (internal requirements for operating the business) and requirements for the shareholder (financially accounting). Major systems support each of these requirements. The major systems can be modular, requiring system integration, or can be part of an enterprise resource planning (ERP) approach where a major vendor handles all the major system needs of a company or governmental agency. For purposes of definition major components/ systems include the following:
Diagram 1
Geospatial Requirements of the Enterprise
When referring to Diagram 1, it should be noted that systems that are more traditionally geospatial as far as content do have a “connecting” role to the previously mentioned systems. Together they form the total enterprise needs to solve most business problems and needs. When we discuss these systems we are talking beyond their reason for existence as point solution in a department or functional “silo”. We need, in today’s environment, to have these systems integrated into the whole IT enterprise-wide network in order to maximize the investment in each.
Why geospatially enabled systems and information? As a start, geospatial information provides a visual and for those that prefer, alphanumeric means to finding or locating a piece of facility plant or asset. In addition, geospatial information answers the question as to what other pieces of plant are connected (and form a network) or what on the face of the earth relates to what. Geospatial information can also help in finding a customer or a potential customer. It can also connect a customer to a facility e.g. service line, lot, cable, water main. This is especially important for code-related work, service restoration, etc. Facility information, when tied to a visual geospatial picture, enhances understanding and analysis to a host of routine and ad-hoc business problems.
Three main geospatial systems / applications are being viewed under today’s business environment as critical in their own right. They are as follows:
Life on MARS
NASA is actively sending probes to see if there is life on MARS or at least, could there have been life on MARS. I am pleased to report that MichCon’s MARS Project Team has concluded that indeed there has been life on MARS and as far as we know there remains many years of continued application development remaining. In addition, we are nearing completion of two major conversion efforts and are entering into the final one. By now you may have concluded that MARS is MichCon’s GIT / GIS Project.
MARS History & Conversion Status
MARS started in 1984 with the completion and approval of a feasibility study. Since 1984, we have gone through two software system migrations, three generations of hardware, and a quite a few dollars of investment (primarily, conversion dollars). MichCon, which has been in existence since the 1850’s, has 1.2 million customers covering franchise territory of 15,000 square miles. Over 10,000 maps and 4,000,000 records have been part of the MARS conversion effort that was started after completion of a 36 square mile pilot in 1989. The MARS conversion project itself is split into three project teams. Some facts about each team is as follows:
MARS Maintenance
More than 25,000 new distribution orders have been generated in a common year and until 1998 they were completed as paper records. These orders are then entered into the system utilizing our maintenance software routines. Currently the process to acquire all required information to complete a record takes several steps i.e. obtain record attribute data from our CAD mainframe system and the graphic “sketch” from an imaging system. An interface to MichCon’s WMS, CAD and CSS is needed to improve the efficiency of automated updates to the MARS database records and reducing the number of research steps. The overall interfaces planned are discussed later in this paper. Maintenance is a critical, if not the most critical step, to ensuring system credibility.
MARS Applications in Use
Base MARS System
MichCon, like many other utilities that have pursued AM/FM/GIS systems, has several key applications that require major system interfaces in order to optimize their potential benefits. Examples of these major applications are noted below:
Gas System / Network Analysis (STONER) – MichCon must develop an interface between MARS, the Regulator and Valve Equipment System (RAVE) and the new Customer Information System (CSS). STONER requires customer load information and obviously customer address / premise data in order to build peak day demand scenarios and build a model. In addition, a connectivity retrofit of MARS is required. This priority application will be addressed in 1999, after the CSS is implemented in early 1999. Pipe sizing and gas supply analysis is part of this application.
Outage Management - Another major interface needs to be built to / from MARS and CSS. The affected areas are traced back to feeding regulator and valve locations and the customers within that area(s) are contacted with service restoration and safety information.
WMS – An objective of the MARS system is to have an automated means to “feed” the AM/FM/GIS facilities database from the employee who completes the order in the field. This does not necessarily mean that the field employee will become a MARS Operator/ Drafter, but it does mean that an automated process for sending MARS alphanumeric data and “red line sketch” data for posting will help eliminate the many of the steps required.
Expanded Field Computing – MichCon has started its field computing efforts by using laptop computers and CD’s for meeting the needs of our one-call system. This has definitely been an improvement over aperture cards for the researching of facility location information. MARS CD’s are updated monthly for both Grand Rapids and Detroit areas. Low cost per seat software is used by the end users, both in the office and field for retrieval purposes. While this effort has worked out well, only a small percentage of all employees are using MARS as part of their daily routine. Our in-truck terminals for receiving jobs do not have graphic capabilities. By the time we are finished with MARS conversion in 2003, we will also be replacing the terminals with state of the art devices. It is our hope that technology has improved whereby we can have MARS on every field employees truck / van.
MichCon’s System Details (Customer, Crew, Project Owner, and Scheduler)
MichCon has gone through extensive efforts over the past three years to modify our major systems. We have kept the customer within our line of sight and have identified major systems required to serve that customer. MichCon, like many other utilities, have converted from mainframe, 3270 terminal technology, to standard GUI interface systems. In our case, there are three major systems that serve the customer: the crew, the project manager / owner and the scheduler. Our facility information systems, MARS and RAVE, have yet to have interfaces built to CSS, CAD and WMS. Just getting the major systems up, running and accepted has been a challenge in each case. WMS and CAD have gone through the effort to define the “boundaries of automation” for each system since many times these systems overlap in functionality. Noted in Diagram 2 below you will find MichCon’s major systems.
Diagram 2
Integration Journey Progress
When looking at a total architecture for the enterprise one needs to look at the business processes being supported, define the requirements and analyze vendor product offerings that meet those requirements. Rarely in today’s world will you find any system that will deliver the user’s specific needs. The user and the company / agency must change to meet the system. None of us can afford the time and cost required to custom build a system that meets our perceived needs. The trick is to find the system(s) that comes closest while also meeting the strategic plans for the organization. Noted in Diagram 3, below, is a more definitive look at the integration that is planned for MARS and the other major systems in our enterprise-wide solution. Please note MichCon’s Human Resources and Financial Systems are part of a PeopleSoft client / server solution and while very important in an overall ERP, we have not included it in the noted architecture. MichCon’s has had roll-outs of CAD in early 1998, which was followed by WMS in the fall of 1998. CSS will follow in April, 1999. Efforts in 1999 and 2000 will include the interfaces to and from CAD, WMS and MARS. A key interface to be built for our Stoner Application is the link to CSS. Our plan is for this to occur in 2000 along with adding “connectivity” to our model – in part or total,
Diagram 3
Integration Challenges
Integration challenges are more “people” related than technology related. When you think about the way many companies and governmental departments are organized you might see a “barn silo” representing each major function e.g. marketing, engineering, customer service, finance. Major systems, as well, can turn into “silos of automation”. The vendor community has developed major systems that handle a process(es) or function(s) extremely well. These systems also have a gray area around the major system functionality that go into other functions/ enterprise process steps. This is natural because users demand it. When merging major systems as part of an enterprise – wide direction, confusion can occur as to where a system begins and ends. This can cause confusion for the Project Team, trainers, and the users as the new system is rolled out. The “silo” can also crop up because team members adopt the system they have been assigned to develop and / or implement and they want “their system” to be all things to all people. Even competition can occur between systems and solutions. The problem with “silos” is that they tend to be task and self-focused and not enterprise – wide solution focused.
Trying to solve the “silo” dilemma after the fact is not easy. It requires strong facilitation in order to work. Standards (entities, attributes, tables, graphics, and nomenclature), communication between teams, collaborative conflict handling, are all ingredients to reducing existing “silos” or minimizing “silos” from occurring. One team interacting and respecting another team(s) wisdom is an important step to enterprise — wide solutions. AM/FM/GIS as a major system must constantly make itself visible since it is not always on the CIO’S priority list. Because of the long conversion time that might be required, there is the tendency to have it lose its luster compared to other “new” major systems that do not require the huge effort to load data. Again, corporate leadership must encourage opportunities for dialogue between the teams and sometimes even force the issue. Nobody likes more meetings, however without interaction, “silos” are bound to spring up and get worse.
MichCon is no different than any other company. We have had our share of “silos of automation”. The human factors when dealing with change are never easy. Competition, shareholder value, and our customers ever growing list of service expectations require that we change. Managing the changes we are going through has been diflicuh although not insurmountable.
Conclusion
MichCon’s MARS System has come a long way since we started with a pilot in 1986. It is encouraging to see that the Company sees value in automated facilities information and graphic “pictures” that the end user can see. We have just started to exploit the technology. Digital images, intranet “snapshots” of affected areas being sent to any employee, true in-truck workstations where all job information is available, business geographies and the use of digital orthophotography for planning are but a few of the possibilities. Over the next three years, the pieces will all start coming together whereby MichCon can truly exploit our AM/FM/GIS and have a truly dynamic enterprise system.
Many of us who grew up in the utility business during the 1970’s and 1980’s have found that today’s realities are more than slight paradigm shift, they are dramatic and unsettling at times. The legal monopolies of yesteryear where we proposed rate increases to cover cost increases and plant additions and expansions to each state’s public service commission have been replaced in large part with competition and customer choice. Customers can not be taken for granted anymore. As utilities, telecommunication companies, public works agencies, and other infrastructure-based entities we need information. We are after market intelligence information, marketing strategies and campaigns, the utilization of customer care systems to get closer to the needs of the customer, work management systems for operational efficiency, GIS for planning, and a host of other enterprise-wide tools that can help us retain and attract new customers. Government is also under closer scrutiny today. Raising taxes to covercosts has been replaced with doing a better job with the resources available. Customer and taxpayer expectations have never been higher.
Also changing is the functional structure within our organizations. These “silos” have been replaced with various processes that are at the core of the business. This does not mean that organizations naturally fall into this method of organization. After all, trained behaviors are always harder to change than newly learned ones. Specialties that have been replaced by multiple process dependencies on others is more difficult to deal with than getting work done within a specialty e.g. Marketing, Engineering, Operations. While this is true we all need to change. This includes learning new skills, learning to depend on one another, and the elimination of steps that are not needed by the customer or client. The marketplace will determine which companies excel in the transformation to a customer-focused entity. An integral part of the New World order is the development of integrated systems that assist organizations to capture much needed efficiencies.
Systems of the Enterprise
The systems of enterprise normally consist of major groupings to support the external customer (bill / taxpayer), the company / agency (internal requirements for operating the business) and requirements for the shareholder (financially accounting). Major systems support each of these requirements. The major systems can be modular, requiring system integration, or can be part of an enterprise resource planning (ERP) approach where a major vendor handles all the major system needs of a company or governmental agency. For purposes of definition major components/ systems include the following:
- The Customer Information System (CIS) is the main repository of information about the customer. Energy usage, water usage, phone calls made, appraised value of a property are some examples. It also contains the billing master, which is used to produce monthly or quarterly bills or semi-annual tax statements. A more contemporary term is Customer Care System (CCS).
- The Work Management System (WMS) is the main repository of information and plans about the work to be done and the work that has been completed (over a reasonable timeframe such as a year for budgeting and performance purposes). This advanced project management tool allows the management of an enterprise’s labor availability and expense, material expense and equipment needs as it relates to projects and other routine work. A company or agency must decide what level of work will be entered into the WMS, i.e. every Operation and Maintenance item and projects, just projects or a mix and match. From an ERP point of view, WMS is a major component of Asset Management and Preventative Maintenance.
- The Human Resources (HR) System typically includes payroll, time reporting, personnel and benefits information requirements of the enterprise. Closely linked to this can be the various financial processing and reporting needs of the organization, e.g. Accounts Payable / Receivable, Property Accounting, Tax, etc.
Diagram 1
Geospatial Requirements of the Enterprise
When referring to Diagram 1, it should be noted that systems that are more traditionally geospatial as far as content do have a “connecting” role to the previously mentioned systems. Together they form the total enterprise needs to solve most business problems and needs. When we discuss these systems we are talking beyond their reason for existence as point solution in a department or functional “silo”. We need, in today’s environment, to have these systems integrated into the whole IT enterprise-wide network in order to maximize the investment in each.
Why geospatially enabled systems and information? As a start, geospatial information provides a visual and for those that prefer, alphanumeric means to finding or locating a piece of facility plant or asset. In addition, geospatial information answers the question as to what other pieces of plant are connected (and form a network) or what on the face of the earth relates to what. Geospatial information can also help in finding a customer or a potential customer. It can also connect a customer to a facility e.g. service line, lot, cable, water main. This is especially important for code-related work, service restoration, etc. Facility information, when tied to a visual geospatial picture, enhances understanding and analysis to a host of routine and ad-hoc business problems.
Three main geospatial systems / applications are being viewed under today’s business environment as critical in their own right. They are as follows:
- The Outage Management System typically includes all the tools needed to respond to an emergency. Downed power lines (because of a storm), water and sewer outages or environmental problems affecting customers, gas outages, storm or satellite problems affecting telecommunications, are all examples of outages that affect customers. Service reliability is a key ingredient to customer retention. Geospatial information is extremely helpful in seeing the “big picture” as well as details needed to restore service. Linkage to the customer via (CSS) is a definite advantage whereby customer communication is maintained during the restoration period.
- Automated Mapping / Facilities Management / Geographic Information System or AM/FM/GIS, typically is the geospatial information core system. Consisting of a 2D contiguous map of the areas served, supported and / or sought, this provides the “visual” picture for analysis. Connected to this is varying degrees of facility, land and other attribute database information that provide the “intelligence” needed for reporting, engineering system / network analysis, etc. Any number of applications can be developed utilizing AM/FM/GIS as the nucleus. Hooks to CADD drawings, digital photographs and other graphic or imaged information enhances an AM/FM/GIS.
- Computer Aided Dispatch (CAD) typically includes the “what” work necessary to be completed and the individual or crew(s) assigned to do the work. Included in a CAD system is the recording of facility, service and code compliance work that was formerly done on one or many paper forms is now done with an in – truck terminal / computer. In addition to assigning work, work monitoring results (date and time stamps as to time required to perform a task/job), crew assignment and routing using large scale geospatial information and job prioritization (emergencies verses routine work) are amongst the other features included in a CAD. Efficiencies in work scheduling, reporting and customer responsiveness are key benefits.
Life on MARS
NASA is actively sending probes to see if there is life on MARS or at least, could there have been life on MARS. I am pleased to report that MichCon’s MARS Project Team has concluded that indeed there has been life on MARS and as far as we know there remains many years of continued application development remaining. In addition, we are nearing completion of two major conversion efforts and are entering into the final one. By now you may have concluded that MARS is MichCon’s GIT / GIS Project.
MARS History & Conversion Status
MARS started in 1984 with the completion and approval of a feasibility study. Since 1984, we have gone through two software system migrations, three generations of hardware, and a quite a few dollars of investment (primarily, conversion dollars). MichCon, which has been in existence since the 1850’s, has 1.2 million customers covering franchise territory of 15,000 square miles. Over 10,000 maps and 4,000,000 records have been part of the MARS conversion effort that was started after completion of a 36 square mile pilot in 1989. The MARS conversion project itself is split into three project teams. Some facts about each team is as follows:
| Detroit Project | |
| Customer Base (approx.) | 680,000 |
| Square Miles Covered | 1,100 |
| Landbase Completed (%) | 100% |
| Facilities Completed (%)(less residential services) | 95% |
| Target Date for Completion | 3Q1999 |
| Residential Services Completed (%) | 30% |
| Target Date for Completion | 3Q2003 |
| Grand Rapids / Muskegon Project | |
| Customer Base (approx.) | 300,000 |
| Square Miles Covered | 2,214 |
| Landbase Completed (%) | 60% |
| Facilities Completed (%)(less residential services) | 70% |
| Target Date for Completion | IQ2001 |
| Residential Services Completed (’%) | 60% |
| Target Date for Completion | 1Q2003 |
| North / Central Project | |
| Customer Base (approx.) | 200,000 |
| Square Miles Covered | 10,800 |
| Landbase Completed (’%.) | 5% |
| Facilities Completed (%) | 5% |
| Target Date for Completion (all facilities) | 3Q2003 |
MARS Maintenance
More than 25,000 new distribution orders have been generated in a common year and until 1998 they were completed as paper records. These orders are then entered into the system utilizing our maintenance software routines. Currently the process to acquire all required information to complete a record takes several steps i.e. obtain record attribute data from our CAD mainframe system and the graphic “sketch” from an imaging system. An interface to MichCon’s WMS, CAD and CSS is needed to improve the efficiency of automated updates to the MARS database records and reducing the number of research steps. The overall interfaces planned are discussed later in this paper. Maintenance is a critical, if not the most critical step, to ensuring system credibility.
MARS Applications in Use
Base MARS System
- Standardized corporate facility maps
- Standardized corporate RDBMS
- Color coding by material type for “visual” maintenance planning and construction analysis
- Map scaling
- Ad-hoc inquiries
- “Proposed facilities” highlighted
- Service& main history reporting
- Pavement protection program
- Public improvement analysis& design
- Repair trend analysis
- Field operation information
- MISS DIG (one call) screening
- Code compliance (record keeping)
- Dead main history
- Field computing
- Marketing analysis (beginning use of digital orthophotos)
- Customer (on-offmain location)
- Proposed main design
- Facility inquiries
- Pressure information
- Uprating analysis
MichCon, like many other utilities that have pursued AM/FM/GIS systems, has several key applications that require major system interfaces in order to optimize their potential benefits. Examples of these major applications are noted below:
Gas System / Network Analysis (STONER) – MichCon must develop an interface between MARS, the Regulator and Valve Equipment System (RAVE) and the new Customer Information System (CSS). STONER requires customer load information and obviously customer address / premise data in order to build peak day demand scenarios and build a model. In addition, a connectivity retrofit of MARS is required. This priority application will be addressed in 1999, after the CSS is implemented in early 1999. Pipe sizing and gas supply analysis is part of this application.
Outage Management - Another major interface needs to be built to / from MARS and CSS. The affected areas are traced back to feeding regulator and valve locations and the customers within that area(s) are contacted with service restoration and safety information.
WMS – An objective of the MARS system is to have an automated means to “feed” the AM/FM/GIS facilities database from the employee who completes the order in the field. This does not necessarily mean that the field employee will become a MARS Operator/ Drafter, but it does mean that an automated process for sending MARS alphanumeric data and “red line sketch” data for posting will help eliminate the many of the steps required.
Expanded Field Computing – MichCon has started its field computing efforts by using laptop computers and CD’s for meeting the needs of our one-call system. This has definitely been an improvement over aperture cards for the researching of facility location information. MARS CD’s are updated monthly for both Grand Rapids and Detroit areas. Low cost per seat software is used by the end users, both in the office and field for retrieval purposes. While this effort has worked out well, only a small percentage of all employees are using MARS as part of their daily routine. Our in-truck terminals for receiving jobs do not have graphic capabilities. By the time we are finished with MARS conversion in 2003, we will also be replacing the terminals with state of the art devices. It is our hope that technology has improved whereby we can have MARS on every field employees truck / van.
MichCon’s System Details (Customer, Crew, Project Owner, and Scheduler)
MichCon has gone through extensive efforts over the past three years to modify our major systems. We have kept the customer within our line of sight and have identified major systems required to serve that customer. MichCon, like many other utilities, have converted from mainframe, 3270 terminal technology, to standard GUI interface systems. In our case, there are three major systems that serve the customer: the crew, the project manager / owner and the scheduler. Our facility information systems, MARS and RAVE, have yet to have interfaces built to CSS, CAD and WMS. Just getting the major systems up, running and accepted has been a challenge in each case. WMS and CAD have gone through the effort to define the “boundaries of automation” for each system since many times these systems overlap in functionality. Noted in Diagram 2 below you will find MichCon’s major systems.
Diagram 2
Integration Journey Progress
When looking at a total architecture for the enterprise one needs to look at the business processes being supported, define the requirements and analyze vendor product offerings that meet those requirements. Rarely in today’s world will you find any system that will deliver the user’s specific needs. The user and the company / agency must change to meet the system. None of us can afford the time and cost required to custom build a system that meets our perceived needs. The trick is to find the system(s) that comes closest while also meeting the strategic plans for the organization. Noted in Diagram 3, below, is a more definitive look at the integration that is planned for MARS and the other major systems in our enterprise-wide solution. Please note MichCon’s Human Resources and Financial Systems are part of a PeopleSoft client / server solution and while very important in an overall ERP, we have not included it in the noted architecture. MichCon’s has had roll-outs of CAD in early 1998, which was followed by WMS in the fall of 1998. CSS will follow in April, 1999. Efforts in 1999 and 2000 will include the interfaces to and from CAD, WMS and MARS. A key interface to be built for our Stoner Application is the link to CSS. Our plan is for this to occur in 2000 along with adding “connectivity” to our model – in part or total,
Diagram 3
Integration Challenges
Integration challenges are more “people” related than technology related. When you think about the way many companies and governmental departments are organized you might see a “barn silo” representing each major function e.g. marketing, engineering, customer service, finance. Major systems, as well, can turn into “silos of automation”. The vendor community has developed major systems that handle a process(es) or function(s) extremely well. These systems also have a gray area around the major system functionality that go into other functions/ enterprise process steps. This is natural because users demand it. When merging major systems as part of an enterprise – wide direction, confusion can occur as to where a system begins and ends. This can cause confusion for the Project Team, trainers, and the users as the new system is rolled out. The “silo” can also crop up because team members adopt the system they have been assigned to develop and / or implement and they want “their system” to be all things to all people. Even competition can occur between systems and solutions. The problem with “silos” is that they tend to be task and self-focused and not enterprise – wide solution focused.
Trying to solve the “silo” dilemma after the fact is not easy. It requires strong facilitation in order to work. Standards (entities, attributes, tables, graphics, and nomenclature), communication between teams, collaborative conflict handling, are all ingredients to reducing existing “silos” or minimizing “silos” from occurring. One team interacting and respecting another team(s) wisdom is an important step to enterprise — wide solutions. AM/FM/GIS as a major system must constantly make itself visible since it is not always on the CIO’S priority list. Because of the long conversion time that might be required, there is the tendency to have it lose its luster compared to other “new” major systems that do not require the huge effort to load data. Again, corporate leadership must encourage opportunities for dialogue between the teams and sometimes even force the issue. Nobody likes more meetings, however without interaction, “silos” are bound to spring up and get worse.
MichCon is no different than any other company. We have had our share of “silos of automation”. The human factors when dealing with change are never easy. Competition, shareholder value, and our customers ever growing list of service expectations require that we change. Managing the changes we are going through has been diflicuh although not insurmountable.
Conclusion
MichCon’s MARS System has come a long way since we started with a pilot in 1986. It is encouraging to see that the Company sees value in automated facilities information and graphic “pictures” that the end user can see. We have just started to exploit the technology. Digital images, intranet “snapshots” of affected areas being sent to any employee, true in-truck workstations where all job information is available, business geographies and the use of digital orthophotography for planning are but a few of the possibilities. Over the next three years, the pieces will all start coming together whereby MichCon can truly exploit our AM/FM/GIS and have a truly dynamic enterprise system.