Capgemini ses - the gis centric enterprise pov (gr)

Energy, Utilities & Chemicals the way we see it

The GIS – CentricEnterprise

Point of View by Jan Van de Steen

Contents

Introduction 2

Network centric means GIS - centric 4

The (GIS based) central asset repository 5

Thriving on network data 6

Implementing the enterprise GIS 8

Conclusion 10

Glossary

CAD

DMS/NMS

DSO

EAM

ERP

GIS

NetworkOperator

SCADA

TSO

Computer Aided Design

Distribution Management System / Network Management System

Distribution System Operator

Enterprise Asset Management

Enterprise Resource Planning

Geographic Information System

General term for a utility company managing a transport or

distribution network: either a gas or electricity TSO or DSO or a

water/wastewater distribution or transport company

Supervisory Control And Data Acquisition

Transmission System Operator

The understanding is growing thatGIS is not just a technology to storeand produce network maps. GIStechnology has functional capabilitiesand offers advanced data structuresthat are a prerequisite for well-controlledasset information management.

The GIS-centric enterprise positionsthe GIS as the asset informationmaster store at the heart of the utility’soperations, with links to the majorityof processes and applications acrossthe business. It is the master systemfor the “normal state” as-built network.

Overcoming GIS implementation

limitations

Many network operators nowadaysencounter difficulties or limitationswith their GIS implementations. Themost common issues that are raised tomanagement come from differentparts of the company:

� Unavailability of one single accurate,actual and consistent netinformation source (graphic andnon-graphic) throughout thecompany. Finding the rightinformation to support decisionmaking can be a real challenge as nosingle source of reliable andconsistent information about thenetwork is available.

� A variety of graphical and non-graphical applications describe partsof the network at different stages ofits lifecycle. It is often a combinationof (scanned) paper maps, technicaldatabases or Enterprise ResourcePlanning (ERP)-centered equipmentinventories, GIS and ComputerAided Design (CAD) applicationscombined with documentmanagement. In this legacyapplication landscape networkdocumentation is either incomplete

The GIS – centric Enterprise 2


Introduction

or inconsistent because the samenetwork assets may be stored severaltimes in different systems with asubset of their relevant attributes.

� Full lifecycle management of thenetwork infrastructure tends to beimpossible with this inconsistent setof applications. Engineering,planning, construction andoperational management often relyon non-integrated solutions.

� Inappropriate GIS data models thatwere conceived for mapping,network operation or assetmanagement but are not suitable forall of today’s applications andprocesses.

� Missing end-to-end networkconnectivity model including clientconnections which is an enabler forthe evolution towards smart grid anda necessity for regulatory reportingon customer service levels.

� Lack of awareness of a GIS’proximity analysis capability or thefailure to utilize these capabilitieseffectively in risk management andother strategic decision makingprocesses.

� Heavy paper-based update cycles ofnetwork information resulting inunacceptable backlogs betweenactual field situation and networkdocumentation and, consequently,sharing of out-of-date informationbetween different parts of thebusiness.

� Inaccurate or poorly updatedtopographic base maps (includingaddress positions). As a consequence,many utilities are facing a highpercentage of wrongly positionedclient requests and incidents resultingin weak customer service, lost timeand unnecessary costs. Fluentexchange of network data with other

A Geographic Information System(GIS) has a central place in a utilitycompany’s application landscape,particularly for network operatorsincluding electricity and gasTransmission System Operators(TSOs) and Distribution SystemOperators (DSOs) together with waterand waste water utilities.

A network operator without a GIScould be compared to a retail companywith an incomplete customer databaseor inconsistent customer serviceinformation. That would be a seriousissue because the customer is at theheart of the retail business, makingcustomer data critical for the company.Similarly, network data is the mostimportant master data for networkoperators who cannot affordincomplete, duplicate or inconsistentnetwork records. They must be able toproactively manage performance andreliability, accurately bill and servicecustomers, and respond promptly tonetwork faults.

In today’s unbundled utility sector,network operators have the exclusiveresponsibility for physically providingaccess to the networks for theircustomers and for managing thesenetworks in a reliable and safe way.

TSOs and DSOs are refocusing on thenetworks after a decade during whichunbundling itself was the main issuethat took priority and resources. Theirbusiness profitability depends uponthe performance of the networks, howthis performance can be monitoredand traced, and ultimately reported toregulatory bodies. A well-managedutility network is essential to meetingthese challenges. More recently, waterand waste water utilities are beginningto experience this same trend.

actors on the public domain tends tobe impossible due to positionalinaccuracy of the base maps.

� The need to make a technologytransition from the first GIS systemsthat were implemented in the 1980sor 1990s. These legacy systems mayno longer be supported by softwarevendors and may be difficult tointegrate in a company’s applicationlandscape.

It is clear that the vast majority ofthese issues are not technologyrelated. The growing interest in GIS isjust another sign that businesses arebecoming more data intensive.

This need will only increase with theother upcoming evolutions likedistributed generation, smart meteringand smart grid. Utilities that knowhow to connect the use of data totheir strategic objectives are literally“Thriving on Data”.

Today’s network operators do notmerely have to face the challenge ofoperating their cable and mainsnetworks safely withoutcompromising performance. In thefuture they will have to guarantee stillbetter performance via a wellgrounded investment policy.

Regulators want insight on theeffectiveness of infrastructurecompanies. For their regulatoryreporting they must rely ontrustworthy information, centralizedin the unique asset data repository.Asset quantities (including networklengths), performance, age profilesand investment status must beretrieved from one single reliableinformation source. The associatedstatus and event data provide full

insight into the behavior of the network.

This information, linked to the assetsor sub-networks, is the justificationfor investment and maintenanceprograms as it provides insights onoutages and intervention times.

Geo-processing power – embeddedas a service in business applications –offers additional intelligence andinsight into network information.Back-office information managementtasks can be supported by intelligentrule bases (including topology) toguarantee the integrity of the networkdata.

And finally, the graphical interface ofa GIS offers the ideal data qualityenabler needed in improved assetinformation management processes:user-friendly point and click interfaceson mobile devices will make itpossible to locate essential fieldinformation on the assets directly.

Recent history

GIS technology emerged in the 1970sand was first introduced in utilitycompanies during the 1980s and1990s. This introduction turned outto be a major challenge with manyprojects taking 5-10 years tocomplete, mainly because of theanalog-digital map conversion thatwas involved. In these first GISimplementation waves the businessfocused on efficiency benefits in themap drafting and reproductiondepartments. The organizationalimpact seldom went beyond thetraditional drawing offices that kepton delivering the same service toother processes in the utility: accurateand timely updated (graphical)network documentation.

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The tangible benefits of these earlyinvestments were often disappointing.Instead of efficiency benefits, manyutilities saw an increase in theirmapping staff due to the huge dataconversion projects that they had togo through. During the conversionproject, parallel paper processesremained in place, while part of thepermanent staff was occupied on themigration work together with externalcontractors.

Since the late 1990s GIS technologieshave significantly matured. The toolsevolved from proprietary packages tomore open solutions that weredeveloped on standard technologies.Open geo-application services definedby the Open Geospatial Consortium(OGC) created new opportunities forintegrating mapping and geo-processing functionalities in otherbusiness systems.

Standard relational database providerslike Oracle, SQL Server andPostgreSQL have extended theirproduct capabilities to managecomplex operations on spatial data.GIS vendors have integrated thesecapabilities into non-proprietarygeospatial data storage solutions.

And finally the GIS vendor landscapeitself matured around a limitednumber of solution providers thatdominate the world market: ESRI,Intergraph and GE Energy, togetherwith Autodesk and Bentley moving upfrom the CAD into the GIS area.



The position of GIS in a utilitycompany’s application and processlandscape is often blurred by anunclear understanding of what GISstands for.

When using the term GIS two distinctdefinitions can be understood:

� GIS can represent a bundle ofgeographic functionality (thematicmapping, spatial analysis, route ornetwork tracing, geo-coding)commonly described as geo-application services.

� GIS offers models and structures tostore and manage data, including,but not limited to, spatial data. Thissecond understanding of GIS isessential for network operators,providing a way to establish a centralasset repository holdinginfrastructure master data with all itscomplexity.

In its first definition, GIS technologyshows an important functional overlapwith CAD systems. Drawingautomation and map production arejust one of the functionalities of a GIS.Traditional CAD tools mostly performbetter in this domain and provide veryefficient drawing solutions. GISpackages carry more functional‘overhead’ and are therefore usuallyless ‘user friendly’ in the pure drawingarea. But for network-centricbusinesses, GIS is a key technologythat is increasingly being adopted tocomplement CAD’s draftingcapabilities.

GIS offers important capabilities inthree distinct functional areas thatutilities need every day:

� Mapping and visualizationservices: The map is a natural entrypoint to geographical information,and through a geographicalrepresentation, it can provide insightinto complex information. A clearvisualization is essential for decisionmaking in many of the utility’s keyprocesses. Now that public webmapping services are becoming apublic good, pressure (fromemployees and customers) is rapidlyincreasing to enable intuitive accessto localized information with ageographical user interface.

� Connectivity analysis: A network isan interconnected structure wherenetwork facilities, equipment andcustomers are connected throughcables, pipes, and valves. Intelligentconnectivity models support themanagement of network structures:switching options for operations;network analysis and simulations forinvestment decisions. Graphical toolsas available in GIS support intelligentediting of the network model,ultimately serving other networkapplications like NMS/DMS1,SCADA2, Outage Managementsystems, and network calculationtools. To report on ‘customerminutes lost’, connectivity shouldenable tracing from the origin of theoutage to the customer connection.

� Proximity relationships: Usinggeographical information, it ispossible to relate and combinephenomena that have no specific

Network centric means GIS - centric

relationship except that they arelocated close to one another. Spatialanalysis and decision making basedon ‘proximity’ is essential for utilitiesin critical processes like strategicplanning or risk management. Forexample, ‘gas burning distance’calculations are one of the keyfunctionalities needed by gastransmission operators. Waste watercompanies need to estimate the areaof land potentially flooded and thenumber of inhabitants affected byoverloaded water drains duringperiods of heavy rainfall.

Business managers with a networkfocus almost naturally identify GIS asTHE candidate technology for theircentral asset data repository, becausegraphic representation, geographiclocation, proximity, and networkconnectivity are essential features ofthe data.

When talking about GIS, today’snetwork operators are no longerlooking for an instrument to automatetheir mapping activity as they did inthe 1980s and 1990s. They want toestablish a central data repository asthe unique information source fortheir network assets in support of allbusiness processes.

1 Network Management System (NMS) / Distribution Management System (DMS)

2 Supervisory Control And Data Acquisition (SCADA)

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Geographical information plays acentral role in the day-to-daymanagement of utility companies.Increasingly, this information is beingintegrated into both criticaloperational processes and into tacticaland strategic decision making.

This is where the GIS-centricenterprise becomes a reality. Almostall processes require – to some extent– network information daily (seeFigure 1):

1. Strategic network planning requiresinsight in actual and projectednetwork performance (faults,incidents, repairs) in relation to(projected) capacity demand andthe location on the network whereit occurs.

2. Network design conceives networkextensions and replacements basedon well-documented as-builtnetwork data and internal orexternal constraints that are oftengeographically determined (rightsof way, environmental and safetyregulations, material choices).

3. Projects and Construction plantheir work on detailed as-designedmaps, enabling graphic designingand cost estimating and have tofrequently exchange geographicalinformation with external parties(engineering companies, civilcontractors, government bodies).

4. Co-ordination of construction work(often imposed by government)includes the exchange ofinformation (construction sitelocation and timing of work) withother parties operating on thepublic domain. Further optimizationis sought in shared trench work formulti-utility projects.

5. Construction, repair andmaintenance work has to bedocumented to enable traceability(welding information on gas mains,equipment installed or replaced,initial pressure or voltagemeasurements) and linked to theright network element.

6. Network operations use anabstracted (schematic or geo-schematic) view of the samenetwork to take operationaldecisions (switching, plannedoutages).

7. Outage and incident managementprocesses need insight on networkconnectivity to identify the originof a problem. The field workersreceive detailed location informationto perform an intervention in atimely and safe way.

8. Results of patrolling and surveyingactivities have to be reported backand associated to the networkelement they are related to.

9. Customer service agents evaluatingthe feasibility of an access demandlook at network characteristics inthe vicinity of the premises to beconnected.

10.In addition to the network data,the asset information managementprocesses themselves struggle withthe integration of external data(topographic field survey, updatesof public referential data (cadastral,street registers). True assetinformation management processeswere seldom implemented in mostutilities, resulting in an overall lackof data quality that compromisedthe effective use of information inthe other processes.

The (GIS based) central asset repository

Figure 1: Utilities processes requiring (daily) network information

1 2Strategic Network

Planning

Network

DesignPlan

Concept/Design

As Built

Work

Co-ordination

Projects &

Construction

Operations

Incident &

Outage

Management

Patrolling

Repair &

Maintenance

Management

Access &

Customer

Service3

4

5

5

6

7

8

9

10 Asset Information

Life-Cycle

AssetAccounts

AssetNetworkContext

EquipmentDetails

GIS



Figure 2: Common repository of network assets - A combination of hierarchical and

topological relationships

Sub-Equipment

Assembly

Material

‘Switching Unit’

Connection

Net

Station

Site

Infrastructure Base

Asset Location Hierarchy

Asset Function Hierarchy

In-plant Equipment

Details

Asset Network Context

Equipment

Equipment Bay Line/Cable

DMS / NMSview

FinancialAccounts

view

Logisticview

Figure 3: Lifecycle of Assets and Information Management

Concept Construct Design

In Sevice

Out of Service

Propose to Retire

Retired Removed

Retired in Place

Rep

lace

men

t

Rep

airs

Com

mis

sion

+ E

arly

Life

cycl

e

Concept Design Build Plan Incident &

Outage

Management

Repair

Management

Maintenance

Management

Thriving on network data

As all these processes require accuratenetwork data, together with associatedstatus and performance information, acommon geographic asset repositoryat the heart of the operation isessential. Legacy information modelsconceived with just one perspective(automate mapping, assetmanagement or operations) arehindering the implementation ofintegrated asset informationmanagement, as required by today’sprocesses and challenges. Networkoperators are replacing a ‘stove-piped’organization and applicationlandscape by an integrated operationbased on a shared geographic assetdata repository.

This common repository of networkassets includes the geographicfeatures, together with in-plant details(if relevant for the networkconnectivity) and technical andfinancial organizational groupings intosub-networks (see Figure 2).

The core GIS area is the ‘asset networkcontext’, describing the topologicalorganization of the network. Inaddition to common data structures,the GIS-based asset repository shouldprovide support for complex networkinformation models managing (seeFigure 3):

� Multiple scales and representations(schematic, geo-schematic,geographic)

� Multiple connectivity models (forinstance gas and cathodicprotection)

� Multiple versions or lifecycle status(planned, projected, designed, as-built, out-of-service, retired).

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Utility GIS solutions are thereforemore than a bundle of graphicalfunctionality. They have advanced joband version management features,extensive rule bases governing dataediting with respect for networkintegrity rules, industry-specific datamodels and templates, and capabilitiesfor deploying web services.

They integrate with other keyinformation systems in the utility’sapplication landscape, such as:

� Work and asset management /Enterprise Asset Management (EAM)

� Outage management

� Field force management

� Customer connection and accessmanagement

� SCADA / Telemetry and NMS/DMS.

To accommodate increasedinformation needs, the GIS shouldallow capture, storage and retrieval ofasset-related information. Relatedinformation consists of:

� Asset lifecycle status information

� Events reflecting asset condition andperformance

� Linked technical and operationaldocuments.

This information is often created inone of the other information systems,but should be linked as precisely aspossible to the network assets itapplies to, in order to build up themaintenance and the performancehistory of those assets. Without anintelligent geographical interfacedeployed to operators and fieldworkers, it is impossible to capturethis valuable information withoutmassive quality losses. This is wherethe GIS meets field force automation,either directly or through otherbusiness applications.

Figure 4: The GIS should allow for dynamic asset condition information

Lifecycle status information

Linked events

Linked documents

Projected Designed Under Construction As Built Out of Service Retired

Measurements Leakage Alarms Incidents Outages Repairs

Maintenance Actions

Inspection Report Site Photograph Maintenance Report Technical Instruction

Field Observations

Equipment Equipment

Line/Cable Station Station

Sta

tic

Ma

ste

r

Da

ta &

En

gin

ee

rin

g

Pa

ram

ete

rs

D

yn

am

ic A

sse

t

Co

nd

itio

n I

nfo

rma

tio

n



Implementing the enterprise GIS

The central positioning of GIS and theinformation requirements from allasset-related processes and applications,make it easy to understand that“Enterprise GIS” implementations aregenerally characterized by theircomplexity. The scope can possiblycover the entire operation, includingbusiness change in process flows,master data management practices,roles and responsibilities, interactionwith external parties, mobileoperations and field data capture.

Some key business issues have to beaddressed when constructing theGIS-centric enterprise. Strategicchoices made in any of these areaswill largely impact cost, feasibility andcomplexity of the implementationprogram. The following sections willhighlight the most important ones.

Logistic asset management

processes alongside asset

information management

In most utilities, logistic processes(projects, work, materials, andprocurement) have been structuredand aligned with ERP or EAM-basedprocesses.

The content part of this work isdocumented in several ways usingGIS, CAD and document managementtools, through a so-called “assetinformation management process”.

Evolutions of the network configurationin the field have to find their wayback to the back-office where they aredocumented. This process is usuallyless structured and not aligned withthe logistic workflows. Actually,organizations support two processesthat - from a business point of view -should ideally be ONE integratedprocess, serving both the ‘content’ andthe logistic aspect of projects andwork orders.

To optimize this situation, afundamental review of businessprocesses may be needed. With a GIS-centric perspective, advantage can betaken of today’s maturing enterpriseGIS solutions to deploy them intomobile applications and integratethem with ERP back-offices. The mapis a natural entry point for anyoneinvolved in the operation of a network.

Figure 5: Integrate parallel lifecycle processes

Logistic process (ERP)

Asset Information Management process (GIS/CAD/Document Management)

Concept Construct Design

In Service

Out of Service

Propose to Retire

Retired Removed

Retired in Place

EAM/ERP and GIS integration

The GIS takes a position at the core ofa utility’s asset informationmanagement process. This can consistof graphical and non-graphicalactivities as long as they feed a uniqueregistration of all assets in theirnetwork context.

EAM/ERP solutions have alsoimplemented their view on the assetsas a location reference formaintenance work. It is usuallystructured in a hierarchical way, anddoes not reflect any network concept.

In a streamlined organization, whereasset information management isimplicit in the logistic processes, theGIS should be integrated smoothlywith the EAM/ERP solution to reflectthe lifecycles of the equipment.

Typical ERP-GIS integration issues are:

� Who are the master / slave in thelifecycle of geographically locatedobjects and how to translate this intointegration cases between the ERP /EAM and the GIS?

� What is the level of equipment detailthat is common in the interfacebetween both worlds?

So far, there is no standard answer tothese questions. The options varybetween a highly ERP-centric enterpriseand a GIS-centric enterprise, therebylargely impacting business workflowsand information exchanges.

In projects and construction, forinstance, GIS-centricity means thatnetwork extensions are first ‘constructed’or ‘designed’ in the GIS. At a certainstage, the matured design automaticallydelivers work breakdowns, estimatedbills of material, and initial assets that

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are created ‘as designed’ long beforethey will be constructed. Theimplementation of this workflowcannot be treated as a standalone case.It assumes a GIS-centric businessphilosophy. Therefore, interfacing GISand EAM/ERP is not a technical issue.No standard (let alone single-vendor)solution integrating GIS and EAM/ERPhas been found that can accommodatethe number of possible businessmodel variants.

CAD versus GIS

Asset information management in autility is essentially a graphicalactivity. Two distinct but overlappingtechnology solutions have beencompeting over the last two decadesto support this graphical editingactivity: CAD and GIS. Still today,many organizations are strugglingwith the dilemma of whichtechnology to privilege in theirapplication landscape. As a matter offact, many utilities have implementedvery functional GIS applications withCAD tools while others have investedin powerful GIS packages withoutexploiting the full capabilities.

When evolving towards assetinformation management, there is aclear need for the full functionality ofa utility GIS package. Versionmanaged databases of the entirenetwork, full topology support withutility-specific rule bases, multiplegraphical representations (includingin-plant schematics for example) andpowerful geographic analysisfunctions are some of the key featuresof an enterprise GIS solution. Vendorslike ESRI, Intergraph and GE Energydominate the world market and offerpredefined templates and data modelsfor utilities.

The downside of these GIS solutionsis that data integrity constraints,editing and validation rules, and theinevitable integration of additional –non graphical – features slow downthe drawing and map productionitself. In situations where flexibilityand efficiency of drawing are essential,or where graphical information isexchanged frequently with external

engineering and constructioncompanies, CAD-based solutions arestill leading the way. The leading CADsuppliers Autodesk (AutoCAD) andBentley (Micro station) havecontinued their efforts to improvetheir products, specifically in theengineering and construction areawhere GIS solutions are not alwaysthe best alternative.

Today, emphasis is shifting towardsimproved data quality and integritywith more rigorous asset informationmanagement as a consequence. Butthe threshold when implementing theGIS-systems that support theseprocesses for the graphical domainproves to be hard to take for many ofthe involved operational staff, whichleads to considerable training andchange management effort.

Is it worth the effort? Can we reorientdrawing office functions that have beenused to work with efficient CAD toolslike Microstation or Autocad to becomeasset data managers? Are their alternatives?

It is true that the ideal situation wouldbe to support the entire asset lifecyclewith a single GIS-based repository(see Figure 6) where projectednetwork extensions would be managedin a provisional state together with theas-built network. But the projectlifecycle may require more flexibilityto cope with various scenarios,specific layouts to comply with localconstruction and environmentalregulations, integrate data from othernetworks and facilitate easy exchangeof data with contractors who areworking with Autocad or Microstation.In that case, a hybrid solution (seeFigure 7) with CAD/workgroup/documentmanagement for projects and GIS foroperations is a good option. Intelligentmechanisms are then needed toextract data from the operational assetrepository into a project, and to re-insert the as-built situation onceconstructed, unless one decides toredraw the as-built from scratch.

Figure 6: Single GIS-based repository

Study Operations

Process

Data

GIS data repository

Draft Data As-Built Data

Plan Build

Works Operations

Request

Figure 7: Hybrid solution with CAD and GIS

Concept Operations

Process

CAD GIS

Data

GIS data repository

Draft Data As-Built Data

Design Build

Planning & Engineering

CAD map sheet

Operations & Maintenance

Plan



GIS is again perceived as an essentialbuilding block in the utility’sapplication landscape. Drivers for therenewed interest in GIS are:

� Safety and compliance regulations

� Readiness for new networkmanagement practices (smart grid)

� Operational process improvements

� A general requirement for increasedtraceability of the network situation.

Many issues that were previouslylooked at from a different(departmental) perspective are nowbeing placed in a broader enterprisecontext. The current GIS systems inmany utilities are often inadequate forproviding answers to these newenterprise requirements. Togetherwith an inevitable technologytransition for many older GISimplementations, this observationprovides a clear case for action toengage in a GIS renewal project.

Utilities generally underestimate the effort associated with GISimplementations, which is why manypast implementations were never fullycompleted and expected benefits werenot realized.

The journey towards the GIS-centricenterprise requires some reflectionand planning. In that process, someorganizational and technologicalhurdles may need to be overcome.

A strong business case can be builtonly if the business adopts an enterprisevision for GIS and stakeholders fromdifferent departments become convincedhow a GIS-centric enterprise willimprove their daily operations and thebusiness as a whole. The added valuecomes from applications such asOutage Management or AssetManagement for which a central GISservice is a prerequisite.

Nevertheless, the establishment of aclear vision should not preventorganizations from moving forwardstep by step in a pragmatic way, withintermediate realizations that addvalue to the business.

Conclusion

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Capgemini ses - the gis centric enterprise pov (gr)