Integration of work management some issues
Robert Trotter
Logica, 365 West Ash Ave
Decatur, IL 62526
Introduction
The implementation of an integrated Work Management and AM/FM/GIS (WMIS/GIS)
has many benefits to a utility in managing assets. While there are many benefits, it is a
large project that has an impact on a large part of the company.
The purpose of this paper is to discuss some of the steps that are typically required to
implement an integrated WMIS/GIS solution in a utility. This paper also discusses the
impacts of a new system and helps the utility planning to implement such a system to
consider ahead of time the things that will need to be decided and done.
The WMIS/GIS should be a corporate effort strongly supported by upper management
and the Information Services (IS) department. The user must be a part of the process and
must provide strong support and buy in to this new way of doing business. The
installation of a WMIS/GIS should start with an examination of existing systems,
procedures and paperwork. Users should examine the major functions: interfacing with
customers, writing work orders, designing projects, scheduling work, procuring material,
construction management, maintenance management, etc. The users must then decide
how best to operate. A project team made up of users and IS people should look at all of
company's areas and see how they work; chances are that some areas will need to operate
differently. Find the best practice and adopt it for the entire company, then review it for
further improvements.
The issues that will be discussed include business case, project considerations, interfaces,
corporate impacts, risk management and other implementation considerations.
Consideration of the impacts of these issues at the beginning of a project can help insure
that the integration will be done effectively, on time and budget.
Business Case
Business cases are very important in getting the budget approvals for implementing a
WMIS/GIS system. While it is usually very important to have a good business case that
shows an economic payback for a new system, the non-economic improvements are also
very important and need to be captured. Often it is the non-economic benefits such as
customer service improvements that tip the scales in favor of doing the project. It is also
important to tie the implementation benefits to the strategic issues.
The transmission and distribution (T&D) expense for capital improvements and
maintenance is second only to the cost of generation in most electric utilities. In gas
utilities the cost of the distribution system is a bigger part of the cost. Only in recent
years have utilities begun to change processes that have been in place twenty years or
more by re-engineering and automation of the core utility processes. To survive and
better yet, prosper in the new paradigm of competition requires that utilities consider
immediate process changes, new organization structures and new technologies to achieve
operational excellence. This leads to improved customer service and customer loyalty.
Customers able to choose between suppliers will base their decisions on price and
service. Using computer technology as a strategic asset offers four primary advantages.
First, customer service will be more responsive and the costs reduced in all areas of
operations. For example, a request for new service can usually be handled with one phone
call. A customer's questions about the status of requested service restoration during a
storm can be answered immediately; and work can be planned and scheduled more easily.
Second, resources, both human and physical, can be utilized more effectively. For
example, maintenance and construction work can be addressed "just in time" based on a
known need date. Purchasing can be better controlled, allowing reduction of inventory.
Redundant work and mundane clerical tasks can be eliminated.
Third, installation of WMIS/GIS provides an opportunity to review processes and
practices throughout the utility. Many work methods in use may not have changed for
some time. Also, the installation of new technology can encourage employee
participation. Employees know what their work requires, what customers want, and how
processes could be changed for the better. Their knowledge should be tapped.
Fourth, records can be consolidated, thus improving timeliness, accuracy and availability.
This will also reduce the cost by not having to put data in multiple databases. Clientserver
technology is in place, but in many cases, high volume applications are used
sparingly. It is difficult to fill requests from the operating areas for systems or for
information. Departments, such as operations, do not have some of their major functions
computerized. There is a transformer file, a pole file, a street light file and so on; but
they require that a piece of paper be sent to a data entry operator for input. With the
paper system, it is not easy to know when changes have been made but with an
automated system the work request is tracked until all changes have been done. This
helps assure that only up to date reports are sent out
While most utilities are aware of potential savings, it is difficult to come up with an easy
plan for change. Each utility has a unique situation, and no single plan could satisfy
everyone.
The qualitative value of a WMIS/GIS system is easy to talk about, but it is more difficult
to define the quantitative value. Some of the savings discussed above are hypothetical
and assumptions are easy to make. Your savings will depend on several variables, such
as:
- Where are you today in work practices, automation, and union agreements?
- What is the company's service territory and what are the characteristics of that territory?
- Are you installing only a WMIS package or is it integrated with a GIS system?
- How willing are you to interface the legacy systems to WMIS/GIS?
- Will WMIS become the driving force for new systems, utilizing all the capabilities?
These and many other issues and subtleties sometimes make it worthwhile for a utility to
bring in an experienced consultant. Often a knowledgeable consultant can help the utility
to maximize the benefits, educate senior management, establish business drivers and
prepare a business case while avoiding pitfalls, allowing for quick planning and
successful implementation.
