Implementing a corporate wide GIS quick and efficiently
Data Conversion
Scope Challenges
One of the most important and challenging aspects of a GIS implementation is data conversion; this
activity poses several issues relative to cost, timing and quality. The sheer magnitude of work in
converting 60,000 miles of pipeline seemed insurmountable especially considering the December
31 st 2001 deadline. The GIS team had to act quickly and decisively, especially considering the
projected conversion timeframe, from beginning to end, was approximately one and a half years.
The strategy for accomplishing this task included: 1) stringent project controls and communication,
2) use of multiple vendors, 3) definition of explicit vendor work scope and interfaces, and 4) direct
vendor roles of collaboration with one another.
Data issues
Specific data issues included condition, accuracy, completeness and location of the various data
sources used in conversion. The multiple sources of electronic and hardcopy data included raster
files (e.g., imagery, drawings, documents, etc.), CAD vector drawings, hardcopy documents, land
bases, numerous databases and spreadsheets (from Engineering, Operations, Right of Way,
Environmental, etc.). Each pipeline had unique circumstances, so conversion activities required a
significant amount of planning. Invariably every scenario in the conversion process where multiple
data sources were involved became extremely complicated. In many cases, the difficulty was more
related to data reconciliation than to the actual data conversion. Ultimately, all discrepancies had to
be identified and resolved. To assist with this effort, the team (including conversion vendors)
generated ad hoc workflow diagrams to facilitate conversion activities. These workflows were
instrumental in clearly depicting the multiple conversion scopes of work.
GIS applications
Past lessons learned
Before beginning a point forward technology evaluation, the team defined and evaluated existing
internally used software applications. This evaluation was instrumental in assessing both past
successes and opportunities for improvement. Upon completion or this exercise, the lessons
learned served as a basis for future GIS applications selection. Lessons learned included:
- Let the technology vendors develop and market software applications. The GIS team
should focus solely on designing and communicating the appropriate technology to meet the
business requirements of a natural gas pipeline company.
- Assess and target the needs of the end users, then design intuitive and cost effective tools
to enhance their respective processes. A successful application is one that the end user will
embrace and even promote to coworkers.
- Pay attention to details. What is considered insignificant to the GIS team may be a major
issue for the end user. A few specific examples include: 1) issues with ruggedized laptops
such as limited battery life and outside glare on screen and 2) convoluted or “user hostile”
processes related to data downloading and uploading.
- Provide a clear scope of work to GIS vendors. This includes primary and support roles
relative to applications design, development, consulting and implementation. Follow up
with a detailed design document and supporting workflows. The document will also
eliminate gaps and overlaps of vendor responsibility.
- Select a few core vendors and indoctrinate them to the GIS team values and vision.
- Design an open data warehouse to be accessed by the entire Engineering and Operations
group.
- Make data conversion a priority.
- Avoid “scope creep” by prioritizing to ensure that a complete predefined core system is
rolled out first. Develop the system in phases if necessary, and clearly define a scope and
completion for each phase.
- Do not make promises that cannot be delivered, or oversell the system.
- Stay current in as-builting process.
- Learn from past, but do not dwell on it.
Guiding principles
The past lessons learned helped to define the final system evaluation criteria. Before moving
forward, the GIS team conducted a brainstorming session to definitively outline the project design
theme and the final guiding principles. The core GIS design theme was to keep it simple, modular,
scaleable, open, cost effective, performance driven and Engineering and Operations focused. Other
recommendations from the brainstorm included:
- Solicit recommendations from technology vendors including site visits to vendor locations,
GITA, ESRI and other conferences, and ask a lot of questions.
- Benchmark against other pipeline firms. It was amazing how willing other pipeline firms
were willing to openly exchange ideas. This greatly benefited us.
- Find and apply all quick wins where applicable.
- Seek proven technology in the industry. Choose shelf products over customization where
applicable. Make customization the exception.
- Use existing industry standards where applicable. If none exist, work with vendors in
developing new industry standards.
- Use shelf data whenever possible.
- Use company intranet site for data distribution. Distribute corporate facility data to the
end users throughout the country, from border to border and coast-to-coast.
- Standardize and streamline all data gathering activities such that they benefit the long-term
Engineering and Operations GIS needs.
- Find partners in then industry to share cost for applications development
These guidelines served as a roadmap in the decision making process. This roadmap was
imperative given the abundant selection of technology vendors and applications represented in the
industry. The guidelines defined simply offered a means of effectively prototyping and eventually
weeding out those applications that did not meet GIS team expectations. Furthermore, they helped
in deciding close calls or split decisions without causing hard feelings among the team members.
Summary
Regardless the size, GIS projects require long-term vision. Large or small, these projects can be
riddled with choices relative to design, conversion, and the many vendor applications and solutions.
This is true because there is rarely one “clear-cut” solution, and most GIS vendors have a litany of
viable options and or slanted advice. In a case such as El Paso’s (i.e., with historical multiple
vendor preferences), the situation even intensifies thereby usually impeding a final group decision.
The ultimate GIS choices must be those to support the company’s future business requirements. In
order to avoid decision gridlock, it was imperative to initially develop a strong vision and GIS
roadmap containing system evaluation criteria for the new company. The larger the project, the
more people involved, the greater the need for clear and undisputable guidelines. El Paso’s strategy
was based on that of a company that grew to be the largest interstate natural gas pipeline in North
America in a relatively short time frame. Therefore, we defined and constantly promoted values,
vision, guiding principles and culture. We then added themes such as simplicity, communication
and common sense to assist in project planning, design and implementation. Although considered a
large pipeline company, these ingredients promoted consensus thereby enabling us to maintain the
speed and agility usually possessed by much smaller firms.
Final system selection
We are currently planning for the next system phase of development for 2002. The 2001 core
GIS system includes:
- Data Model – ISAT
- GIS Graphics – SDE
- CAD Graphics –AutoCAD
- FM Software – PipeView
- AM Software – SheetGen
- Engineering Web – Project Binder / MapGuide
- Document Management – Custom interface designed internally
- GIS Analysis and Mapping – ESRI’s ArcView and ArcInfo
- Custom Operations System Interface (including alignments and smart forms) – NetLite
- Data Collection Software – Decision pending.
- Risk and HCA Software – Prism
- Class Study Software – Class Works
- Digital Orthophotography – Photo Science and Aero graphics
- Data Conversion – Moore Resource Systems and MJ Harden
