Building a strong foundation for the future
Mirko C. Obendorfer1 & David F. Ridderikhoff2
1Toronto Hydro-Electric System Ltd.
500 Commissioners Street, Toronto, Ontario, M4M 3N7
2IPID Services Inc.
PMB 242, 1389 US 127S, Suite C, Frankfort, Kentucky, 40601-4385
Many papers and articles have been written, and will be written, on the subject of the power of
geospatial technology and it’s positive impact on the overall corporate decision making. Given
the fact that 80%, or more, of data relates to location and, the ever increasing functional and
inter-operable capabilities of geospatial solutions, we should not be surprised that what used to
be predominantly an “island of automation” is rapidly becoming a major component of the
“enterprise” solution.
This paper however, attempts to address some common and basic issues which, if considered,
would increase your chances of creating a strong foundation for the future automation initiatives
within your enterprise. The focal point of our discussions will concentrate on the project
organization, processes, data and decision making relative to or plant assets; the examples will be
from an electrical distribution utility environment, but may apply to other utilities and
organizations.
Project Organization
A lot has been said that technology alone can not, and does not ensure success.
Considering the functionality, “openness & integratebility” of current geospatial technology
offerings, most key strategic automation initiatives have a large degree of dependencies, which
require corporate coordination and prioritization. Also, since most of automation initiatives are in
fact “business transformation” initiatives, it would seem logical that a senior executive sponsor
for all automation initiatives be, for example, a VP Business Transformation, reporting to the
President or a Senior VP of a given business unit. Similarly, since most of the key automation
projects require support and participation by the same SME’s (i.e. Subject Matter Experts), the
effective project organization may look as shown in Figure 1.
Figure 1: Organization for corporation Business Transformation Initiatives
In the opinion of the author(s), the “type” of competencies of key people, and their origin within
the organization has a great deal of impact on the overall acceptance and success of these
projects.
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