GIS implementation at Provgas
Robert Ringman
Providence Gas Company
100 Weybosset St.
Providence, RI 02903
Telephone: (401) 272-5040
ext. 505
Fax: (401) 781-0638
E-mail: bringman@provgas.com
Tom Gavula
Providence Gas Company
100 Weybosset St.
Providence, RI 02903
Telephone: (401) 272-5040
ext. 521
Fax: (401) 781-0638
E-mail: tgavula@provgas.com
Introduction
The GIS project at ProvGas has a long history as these projects typically do. In the early 90's a
needs assessment was completed and the company was poised to begin a full-blown
AM/FM/GIS project. Then as other needs within the company began to beg for technological
solutions the brakes were put on the AM/FM/GIS project until consensus on priorities could be
determined. Eventually that consensus pushed AM/FM/GIS to the bottom of the list. Finally in
1997 to timing was right and the AM/FM/GIS project was approved. Originally mapped out as
an aggressive five-year project it was finally approved as an even more aggressive four year
project due to be completed in 2001.
The paper records being converted dated back to the mid-1800's. Information from those
records had never been consolidated onto any kind of map sheets. Twenty-five different paper
files were identified that contained different information about a facility. Much of the facility
location information was in hand written descriptions and lacked any kind of graphical sketch.
Records of abandoned facilities were mixed with active facilities. Gas main segment
information was filed by date installed rather than by street. As bad as it was the users had come
to understand the idiosyncrasies and deficiencies in the existing records and unconsciously
developed ways to deal with and compensate those issues. They were anxious for the new
technology but assumed that all the paper records with inherent errors, problems, and
deficiencies would be fed into one end of the conversion black box and perfection would come
out the other end. The reality is that in the end they do not see all the errors that did get fixed
during conversion but they do see all the errors that remain or were created. Managing their
expectations plus the added workload created during the transition from the old to new
systems/processes was the major challenge of the project.
User expectations and how we managed them
Communicate, communicate, communicate; it's all about communication. Consider using
communication mechanisms that include verbal, written, graphical, hands-on, listening, and
participatory methods.
The following are examples from the ProvGas project and how each was used:
Monthly Executive Reports - Used to update the executives on project issues and status
but also distributed to the project team and end users. By letting everyone read what was
going to the executives there was no suspicion of any hidden agendas.
Special notices - Used to notify end users of critical process changes. Notices were
numbered and dated.
AM/FM/GISette - Monthly general communiqué regarding the project status, user tips,
up coming changes or events, etc. Users could contribute small articles to this
publication.
Wall Maps - Showed users what cities and towns were in the system and could be used
in various processes. Provided information on overall status of data compilation, data
QA/QC, and data deliveries.
