Benefits of integrating engineering applications
Rodney Laurent and Linda Oliveira Cook-Hurlbert, Inc. 5222 Thunder Creek Road Austin, TX 78759 The need Integrated design and analysis tools are important components of today's GIS implementations. There should no longer be stand-alone systems that are independent of other legacy systems and users. Today's GIS environment has been brought into the fold. Integrating applications into this mix is the next logical step. GIS has become a corporate repository supporting the core business by providing information to a greater number of users. No longer are companies automatically willing to support the maintenance of multiple databases, and sources. It is expensive, and it is unnecessary, with today's technology. The typical GIS is getting more attention and demands. Users now come from all major departments within the utility; marketing, design, planning, engineering, drafting and customer service. The business case being built for these systems is becoming more complex as the number and type of users increase. More thought is being done to determine what the system can do for the company. Producing pretty maps is no longer acceptable as the main benefit. Access by the masses is the mandate, and the masses have varying requirements. While the GIS contains most of the data to support design and analysis, the missing link is the application to facilitate the work, while building the corporate data base. Integrated design and analysis packages are now available to fill this need. These packages bring users into the world of single interfaces accessing multiple systems. In some organizations, users must go to one screen to design the job, access another package which takes data exported from the first and imports it into an engineering data base to run an analysis on it using yet another interface, import it back into the GIS to make any recommended facility changes, and export the data to the work management system to assign compatible units using another interface, etc. All this can be done from a single user interface. Why would anybody want to use integrated design and analysis tools? Several reasons. The first is that they provide the means by which a utility can save money, and money is the name of the game. With competition more than just a threat, utilities need to save money while providing greater customer service. They must take advantage of technology where it exists to enact a more efficient, friendly system that will provide customers with a greater level of service, while utilizing fewer resources taking on more tasks. This is not ideal. It is fact. Technology is not a bad word in utilities anymore. Management, internal support and end users have become more comfortable with technology as more home computers are being purchased, and companies are providing access to the Web from the desktop. Utility resources are now performing their tasks from within the system instead of outside of it. This is the start of Enterprise Resource Planning (ERP). With corporate databases becoming the norm, providing more information on line to users makes sense. It can help them do their jobs better, build better networks, respond to customer inquiries faster, while saving money. In fact, integrated tools such as design and analysis have become survival tactics against the threat of outsourcing. Many utilities are facing outsourcing of analysis and design functions to organizations that specialize in it, just as they sub-contract construction tasks. By providing tools that work with the data environment, internal analysis and design functions can become more competitive as their efficiency improves. Requirements We've discussed the needs and benefits of integrated design and analysis, but there is still more information needed before taking full advantage of these systems. It must be said (i.e. stressed) that you need the data to support the intended application. That is, you can't do engineering analysis on data that only has size and material attributes. Data quality must be re-evaluated to ensure supporting attributes are available and network modeling considers the state of the system. Network connectivity is something of an expectation in the digital world. But connectivity must be defined and the network must be built upon a model that will support continuous connectivity. Valves and switches must be able to operate and change the network structure to mimic real-life conditions. Taps must break into the source and be recognized as a change to the network as well. The system should support a trace function that identifies all connected facilities, while ignoring those features disconnected from the system. GIS data that is intended to support design and analysis applications require a greater level of attribute information. This may require extending the data model to provide placeholders for the information. For example, the data model used for conversion tasks may not support design tasks, as it doesn't consider compatible unit information. Every utility has some level of attribute data. The question is what do you need, and what do you have. Sometimes the two don't match up, and field surveys need to be under taken, or default information used. Another solution to the "missing data syndrome" is supplemental data tables in the GIS. These tables may contain library/catalogue type of information without the need to have this data stored redundantly in all of your facility records. Load information is necessary to properly design a subdivision. This information can be set up as a default, but when you want to do a full engineering analysis, actual load is desirable. Since we're talking about a corporate repository for data, why not include load? Ties to Customer Information Systems provide load information accurate to the last meter reading. Seasonal peaks can also be accessed from this system. The GIS data model can accept this information on a periodic basis or via a real-time link, providing accurate information to users without suffering any performance penalties trying to figure out the load. Engineering characteristics are also necessary when doing analysis. This information can be obtained from external look-up tables, but must be developed to provide information specific to the utility. Wire impedances, pipe roughness coefficients, etc., can all be obtained from manufacturer tables or as in most cases, are being used for manual calculations and can be readily brought into the system. Compatible unit information must be available and can be accessed directly from the work management system or from interface tables, or even down loaded into the GIS. The method for accessing this information depends on the system architecture and particular work management system. Compatible unit information is used to provide material lists, cost estimates and design rules to expedite the overall design process. Security issues must be taken into consideration as well when you open up corporate data to the masses. Who should have access to look at the data, compared to who needs to be able to add as well as delete information in order to keep it up to date. Security can also involve quality control measures to ensure the integrity is not compromised with the additional use, but with this comes a process change to communicate user responsibilities. If designers are now maintaining the GIS, they need to understand that every feature they place within the system will be considered part of the network. External systems, such as work management and outage systems will be getting some of their information from the GIS so it must be accurate. Many users have typically done designs in a graphic system, but never considered the data impact, as they were meant for hard copy, then the digital version is thrown away. Integrating design and analysis into the GIS means that the work being done is not "throw away". It is building the corporate database, not just the graphic picture, and care must be taken to ensure a viable data source is continually being built. Benefits Most people in the work place see GIS as something that money always goes into it without ever seeing anything of value coming out of it. Integrating design and engineering applications forces the GIS to become a more strategic asset to the operations of the company. Integration helps the GIS to survive those dreaded budget cuts each year. Design applications provide better upkeep for the GIS data. In the early days of GIS, after the data was captured or translated, the next question was "who will keep it up?". Today, designers and engineers are performing updates to the master data store, (e.g., more hands in the cookie jar and this is a good thing). Another familiar scenario was that something got designed but took three months to show up on a map. Today, with the designers and engineers working directly in the GIS, the update is "real-time". Some external design and analysis applications can be quite robust, but rather complex, and not very user friendly. They may require several setup steps to do a task, or require a more experienced user because they have a proprietary database and utilize terminology that differs from the GIS or other core work environment. Integration of these applications typically provides a greater ease of use. This greater ease of use is accomplished by utilizing the GIS data to automatically derive some of the design and analysis parameters. Integrated applications tends to work with the "80/20" rule instead of the exceptions. However, a good integrated application should allow the user to set the parameters for special considerations. The savings realized from integrating design and analysis applications come from several venues and are both direct and indirect in nature. It is important to first define where the benefits can be found. This is done by establishing historical data based on the existing system. Then, when the integrated system is moved into production (or, in fact, even a pilot/prototype is performed) comparisons can be made to the history data in order to realize the savings. Savings may be realized from the elimination of export/import data transactions. It is not uncommon to have post processes to these data transactions - especially when a data translator was written for a specific software release. The export/import of data means that there are multiple databases to support, and translations between these databases must occur in order for each to operate as intended. Integration reduces the number of export/import/translation operations as it uses a single database. Most design/engineering departments contain disparate disciplines and backgrounds. Each designer will not design something exactly the same as another. Designers tend to design jobs as they have been taught, not necessarily working with the most efficient combination of materials. Another situation is where designers are being hired and with little training expected to help alleviate the backlog of jobs waiting to be designed. Integrated designs provide more disciplined tools that include business rules, to help prevent design discrepancies. Business rules are built into the system to provide a level of intelligence that supports corporate design standards, mapping standards as well as more efficient use of materials. When facilities are sized more consistently and accurately, savings are realized on capital investments as well as potential savings with operations and maintenance. Integrated applications focus on the use of a corporate data repository and administration of the software applications. The maintenance of the data and applications is now less because they are administered within a single and dedicated IT department. Also, the distribution of knowledge, technology and support is now available to more constituents in the work force. Packaged solutions provide yet another level of support that contributes to enhanced functionality and performance issues that previously were addressed internally. The designer/engineer works directly with the data instead of working through an intermediary (i.e., GIS Technician, Map Technician, etc.). The designer/engineer can now plot job designs, avoiding the step of having to route items manually throughout the system. For example, instead of designing the job in the GIS then going to the work management system to enter compatible units, the system sends the information needed. Integration also allows system analysis to include the proposed facilities. The utility industry is constantly challenged to do things quicker and cheaper. This can result in downsizing, reorganization and early retirement incentives. Integration allows the design and engineering tools to be more accessible to more people. Since more individuals have these tools, reductions in resources may now have less impact (e.g., What will we do when Joe goes?). The integration of design and engineering applications allows designers and engineers to work more efficient. They can spend more time performing designs and analysis without having to massage data or look up a design standard from a manual because this information is now stored in the corporate GIS. It is important though to refrain from turning your back on reality. Integrated design and analysis tools may not speed up the process to the point where every designer is increasing the number of jobs completed per month. With the addition of engineering and analysis tools now available and easy to use, designers may spend more time ensuring their designs meet increased quality standards, which reduces the amount of maintenance to be performed at a later time. Designers and engineers will increasingly take on more responsibility, as the tools are available. No longer will they pass it off to be entered into work management, but they will take on the role of checking their data before it is committed to the master database. GIS is now able to support the core business as more users see it. More users are able to acquire greater results from the system providing a return on the investment. Now the days of just putting money in without see something in return will cease. Pitfalls The integration of design and engineering applications will likely be new to most utilities. Change is something that everyone looks forward to - especially when it involves the IT group - NOT! Support nothing less that the corporate business case. Do not attempt to satisfy departmental and/or personal objectives. Focus on providing what is needed and not what is wanted. These "non-corporate needs" do not have the commitment from upper management and usually will lack appropriate funding. It is not fun to hang at the end of the rope by yourself. There will be some obstacles because nothing is perfect. You are working with a team when you are supporting the corporate business case - not only on the implementation and support side but on the user, resource and budget sides as well. Utilize the strengths of your team to overcome the nuances. Application integration can lead to biting off more than you can chew. This comes from several directions that must be recognized and managed. We are all aware of the benefits in having clear specifications. It is human nature to try and provide more than what was required in order to get approval. This leads to over customization of applications that require additional costs and results in splintered maintenance. Checks and measures should be performed with the data that is captured in the GIS. Realize that if "a + b = c", you have to have "a" and "b" first in order to calculate "c". Avoid having to do something if you do not have the data. Some users from legacy systems cannot handle changes and others who question change (e.g., "I've been doing this for twenty years, why do I have to change now?") will hamper success. Find functions within the objectives that they can handle without forcing them to do something that they can't do. Change management must communicate why this change is needed and how the results are for the better. Also, it is very important to unplug the legacy system once the new system has been tested and is ready for production. This removes a crutch that is all too often used, making it difficult to realize a successful project, because users continue to focus on what they know best. Remember, at one time, they had to learn that system too! Some users already have a full workload. Recognize that they got to this point because they are dedicated and responsible. Change management has to take care of these individuals. Take something off of their plate before you tell them that they have to do something more. It could even come down to a simple case that they are only doing something that they thought they had to do or is no longer needed in the new environment. Manage the squeaky wheels and do not let them run free. We all have squeaky wheels because everyone does not want to speak up. Communicate plans and demonstrate progress during implementation and development. Be prepared to receive feedback and analyze it. After all, it can only make things better. Conclusion Integration is no longer nice talk about something that could be done in the future. It is here, and it provides savings that are realized throughout the organization. Providing a robust set of tools within a single user interface reduces training, ensures quality designs, reduces plant maintenance, removes redundant tasks and systems, and improves customer service. Care must be given to ensure the data supports this integration and users understand their new responsibility of maintaining corporate databases. With the changing business of providing utility services, change must also be accepted from within the organization as well as from outside. | ||
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