Capgemini ses - the gis centric enterprise pov (gr)

Energy, Utilities & Chemicals the way we see it
The GIS – Centric
Enterprise
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
Network
Operator
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 that
GIS is not just a technology to store
and produce network maps. GIS
technology has functional capabilities
and offers advanced data structures
that are a prerequisite for well-controlled
asset information management.
The GIS-centric enterprise positions
the GIS as the asset information
master store at the heart of the utility’s
operations, with links to the majority
of processes and applications across
the business. It is the master system
for the “normal state” as-built network.
Overcoming GIS implementation
limitations
Many network operators nowadays
encounter difficulties or limitations
with their GIS implementations. The
most common issues that are raised to
management come from different
parts of the company:
I Unavailability of one single accurate,
actual and consistent net
information source (graphic and
non-graphic) throughout the
company. Finding the right
information to support decision
making can be a real challenge as no
single source of reliable and
consistent information about the
network is available.
I A variety of graphical and non-
graphical applications describe parts
of the network at different stages of
its lifecycle. It is often a combination
of (scanned) paper maps, technical
databases or Enterprise Resource
Planning (ERP)-centered equipment
inventories, GIS and Computer
Aided Design (CAD) applications
combined with document
management. In this legacy
application landscape network
documentation is either incomplete
The GIS – centric Enterprise 2
Introduction
or inconsistent because the same
network assets may be stored several
times in different systems with a
subset of their relevant attributes.
I Full lifecycle management of the
network infrastructure tends to be
impossible with this inconsistent set
of applications. Engineering,
planning, construction and
operational management often rely
on non-integrated solutions.
I Inappropriate GIS data models that
were conceived for mapping,
network operation or asset
management but are not suitable for
all of today’s applications and
processes.
I Missing end-to-end network
connectivity model including client
connections which is an enabler for
the evolution towards smart grid and
a necessity for regulatory reporting
on customer service levels.
I Lack of awareness of a GIS’
proximity analysis capability or the
failure to utilize these capabilities
effectively in risk management and
other strategic decision making
processes.
I Heavy paper-based update cycles of
network information resulting in
unacceptable backlogs between
actual field situation and network
documentation and, consequently,
sharing of out-of-date information
between different parts of the
business.
I Inaccurate or poorly updated
topographic base maps (including
address positions). As a consequence,
many utilities are facing a high
percentage of wrongly positioned
client requests and incidents resulting
in weak customer service, lost time
and unnecessary costs. Fluent
exchange of network data with other
A Geographic Information System
(GIS) has a central place in a utility
company’s application landscape,
particularly for network operators
including electricity and gas
Transmission System Operators
(TSOs) and Distribution System
Operators (DSOs) together with water
and waste water utilities.
A network operator without a GIS
could be compared to a retail company
with an incomplete customer database
or inconsistent customer service
information. That would be a serious
issue because the customer is at the
heart of the retail business, making
customer data critical for the company.
Similarly, network data is the most
important master data for network
operators who cannot afford
incomplete, duplicate or inconsistent
network records. They must be able to
proactively manage performance and
reliability, accurately bill and service
customers, and respond promptly to
network faults.
In today’s unbundled utility sector,
network operators have the exclusive
responsibility for physically providing
access to the networks for their
customers and for managing these
networks in a reliable and safe way.
TSOs and DSOs are refocusing on the
networks after a decade during which
unbundling itself was the main issue
that took priority and resources. Their
business profitability depends upon
the performance of the networks, how
this performance can be monitored
and traced, and ultimately reported to
regulatory bodies. A well-managed
utility network is essential to meeting
these challenges. More recently, water
and waste water utilities are beginning
to experience this same trend.

actors on the public domain tends to
be impossible due to positional
inaccuracy of the base maps.
I The need to make a technology
transition from the first GIS systems
that were implemented in the 1980s
or 1990s. These legacy systems may
no longer be supported by software
vendors and may be difficult to
integrate in a company’s application
landscape.
It is clear that the vast majority of
these issues are not technology
related. The growing interest in GIS is
just another sign that businesses are
becoming more data intensive.
This need will only increase with the
other upcoming evolutions like
distributed generation, smart metering
and smart grid. Utilities that know
how to connect the use of data to
their strategic objectives are literally
“Thriving on Data”.
Today’s network operators do not
merely have to face the challenge of
operating their cable and mains
networks safely without
compromising performance. In the
future they will have to guarantee still
better performance via a well
grounded investment policy.
Regulators want insight on the
effectiveness of infrastructure
companies. For their regulatory
reporting they must rely on
trustworthy information, centralized
in the unique asset data repository.
Asset quantities (including network
lengths), performance, age profiles
and investment status must be
retrieved from one single reliable
information source. The associated
status and event data provide full
insight into the behavior of the network.
This information, linked to the assets
or sub-networks, is the justification
for investment and maintenance
programs as it provides insights on
outages and intervention times.
Geo-processing power – embedded
as a service in business applications –
offers additional intelligence and
insight into network information.
Back-office information management
tasks can be supported by intelligent
rule bases (including topology) to
guarantee the integrity of the network
data.
And finally, the graphical interface of
a GIS offers the ideal data quality
enabler needed in improved asset
information management processes:
user-friendly point and click interfaces
on mobile devices will make it
possible to locate essential field
information on the assets directly.
Recent history
GIS technology emerged in the 1970s
and was first introduced in utility
companies during the 1980s and
1990s. This introduction turned out
to be a major challenge with many
projects taking 5-10 years to
complete, mainly because of the
analog-digital map conversion that
was involved. In these first GIS
implementation waves the business
focused on efficiency benefits in the
map drafting and reproduction
departments. The organizational
impact seldom went beyond the
traditional drawing offices that kept
on delivering the same service to
other processes in the utility: accurate
and timely updated (graphical)
network documentation.
3
The tangible benefits of these early
investments were often disappointing.
Instead of efficiency benefits, many
utilities saw an increase in their
mapping staff due to the huge data
conversion projects that they had to
go through. During the conversion
project, parallel paper processes
remained in place, while part of the
permanent staff was occupied on the
migration work together with external
contractors.
Since the late 1990s GIS technologies
have significantly matured. The tools
evolved from proprietary packages to
more open solutions that were
developed on standard technologies.
Open geo-application services defined
by the Open Geospatial Consortium
(OGC) created new opportunities for
integrating mapping and geo-
processing functionalities in other
business systems.
Standard relational database providers
like Oracle, SQL Server and
PostgreSQL have extended their
product capabilities to manage
complex operations on spatial data.
GIS vendors have integrated these
capabilities into non-proprietary
geospatial data storage solutions.
And finally the GIS vendor landscape
itself matured around a limited
number of solution providers that
dominate the world market: ESRI,
Intergraph and GE Energy, together
with Autodesk and Bentley moving up
from the CAD into the GIS area.

The position of GIS in a utility
company’s application and process
landscape is often blurred by an
unclear understanding of what GIS
stands for.
When using the term GIS two distinct
definitions can be understood:
I GIS can represent a bundle of
geographic functionality (thematic
mapping, spatial analysis, route or
network tracing, geo-coding)
commonly described as geo-
application services.
I GIS offers models and structures to
store and manage data, including,
but not limited to, spatial data. This
second understanding of GIS is
essential for network operators,
providing a way to establish a central
asset repository holding
infrastructure master data with all its
complexity.
In its first definition, GIS technology
shows an important functional overlap
with CAD systems. Drawing
automation and map production are
just one of the functionalities of a GIS.
Traditional CAD tools mostly perform
better in this domain and provide very
efficient drawing solutions. GIS
packages carry more functional
‘overhead’ and are therefore usually
less ‘user friendly’ in the pure drawing
area. But for network-centric
businesses, GIS is a key technology
that is increasingly being adopted to
complement CAD’s drafting
capabilities.
GIS offers important capabilities in
three distinct functional areas that
utilities need every day:
I Mapping and visualization
services: The map is a natural entry
point to geographical information,
and through a geographical
representation, it can provide insight
into complex information. A clear
visualization is essential for decision
making in many of the utility’s key
processes. Now that public web
mapping services are becoming a
public good, pressure (from
employees and customers) is rapidly
increasing to enable intuitive access
to localized information with a
geographical user interface.
I Connectivity analysis: A network is
an interconnected structure where
network facilities, equipment and
customers are connected through
cables, pipes, and valves. Intelligent
connectivity models support the
management of network structures:
switching options for operations;
network analysis and simulations for
investment decisions. Graphical tools
as available in GIS support intelligent
editing of the network model,
ultimately serving other network
applications like NMS/DMS1
,
SCADA2
, Outage Management
systems, and network calculation
tools. To report on ‘customer
minutes lost’, connectivity should
enable tracing from the origin of the
outage to the customer connection.
I Proximity relationships: Using
geographical information, it is
possible to relate and combine
phenomena that have no specific
Network centric means GIS - centric
relationship except that they are
located close to one another. Spatial
analysis and decision making based
on ‘proximity’ is essential for utilities
in critical processes like strategic
planning or risk management. For
example, ‘gas burning distance’
calculations are one of the key
functionalities needed by gas
transmission operators. Waste water
companies need to estimate the area
of land potentially flooded and the
number of inhabitants affected by
overloaded water drains during
periods of heavy rainfall.
Business managers with a network
focus almost naturally identify GIS as
THE candidate technology for their
central asset data repository, because
graphic representation, geographic
location, proximity, and network
connectivity are essential features of
the data.
When talking about GIS, today’s
network operators are no longer
looking for an instrument to automate
their mapping activity as they did in
the 1980s and 1990s. They want to
establish a central data repository as
the unique information source for
their network assets in support of all
business processes.
1 Network Management System (NMS) / Distribution Management System (DMS)
2 Supervisory Control And Data Acquisition (SCADA)

5
Geographical information plays a
central role in the day-to-day
management of utility companies.
Increasingly, this information is being
integrated into both critical
operational processes and into tactical
and strategic decision making.
This is where the GIS-centric
enterprise becomes a reality. Almost
all processes require – to some extent
– network information daily (see
Figure 1):
1. Strategic network planning requires
insight in actual and projected
network performance (faults,
incidents, repairs) in relation to
(projected) capacity demand and
the location on the network where
it occurs.
2. Network design conceives network
extensions and replacements based
on well-documented as-built
network data and internal or
external constraints that are often
geographically determined (rights
of way, environmental and safety
regulations, material choices).
3. Projects and Construction plan
their work on detailed as-designed
maps, enabling graphic designing
and cost estimating and have to
frequently exchange geographical
information with external parties
(engineering companies, civil
contractors, government bodies).
4. Co-ordination of construction work
(often imposed by government)
includes the exchange of
information (construction site
location and timing of work) with
other parties operating on the
public domain. Further optimization
is sought in shared trench work for
multi-utility projects.
5. Construction, repair and
maintenance work has to be
documented to enable traceability
(welding information on gas mains,
equipment installed or replaced,
initial pressure or voltage
measurements) and linked to the
right network element.
6. Network operations use an
abstracted (schematic or geo-
schematic) view of the same
network to take operational
decisions (switching, planned
outages).
7. Outage and incident management
processes need insight on network
connectivity to identify the origin
of a problem. The field workers
receive detailed location information
to perform an intervention in a
timely and safe way.
8. Results of patrolling and surveying
activities have to be reported back
and associated to the network
element they are related to.
9. Customer service agents evaluating
the feasibility of an access demand
look at network characteristics in
the vicinity of the premises to be
connected.
10.In addition to the network data,
the asset information management
processes themselves struggle with
the integration of external data
(topographic field survey, updates
of public referential data (cadastral,
street registers). True asset
information management processes
were seldom implemented in most
utilities, resulting in an overall lack
of data quality that compromised
the effective use of information in
the other processes.
The (GIS based) central asset repository
Figure 1: Utilities processes requiring (daily) network information
1 2
Strategic Network
Planning
Network
Design
Plan
Concept/Design
As Built
Work
Co-ordination
Projects &
Construction
Operations
Incident &
Outage
Management
Patrolling
Repair &
Maintenance
Management
Access &
Customer
Service
3
4
5
5
6
7
8
9
10 Asset Information
Life-Cycle
Asset
Accounts
Asset
Network
Context
Equipment
Details
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
EquipmentBay Line/Cable
DMS / NMS
view
Financial
Accounts
view
Logistic
view
Figure 3: Lifecycle of Assets and Information Management
Concept ConstructDesign
In Sevice
Out of Service
Propose
to Retire
Retired
Removed
Retired
in Place
Replacem
ent
Repairs
Com
m
ission
+
EarlyLifecycle
Concept Design BuildPlan
Incident &
Outage
Management
Repair
Management
Maintenance
Management
Thriving on network data
As all these processes require accurate
network data, together with associated
status and performance information, a
common geographic asset repository
at the heart of the operation is
essential. Legacy information models
conceived with just one perspective
(automate mapping, asset
management or operations) are
hindering the implementation of
integrated asset information
management, as required by today’s
processes and challenges. Network
operators are replacing a ‘stove-piped’
organization and application
landscape by an integrated operation
based on a shared geographic asset
data repository.
This common repository of network
assets includes the geographic
features, together with in-plant details
(if relevant for the network
connectivity) and technical and
financial organizational groupings into
sub-networks (see Figure 2).
The core GIS area is the ‘asset network
context’, describing the topological
organization of the network. In
addition to common data structures,
the GIS-based asset repository should
provide support for complex network
information models managing (see
Figure 3):
I Multiple scales and representations
(schematic, geo-schematic,
geographic)
I Multiple connectivity models (for
instance gas and cathodic
protection)
I Multiple versions or lifecycle status
(planned, projected, designed, as-
built, out-of-service, retired).

7
Utility GIS solutions are therefore
more than a bundle of graphical
functionality. They have advanced job
and version management features,
extensive rule bases governing data
editing with respect for network
integrity rules, industry-specific data
models and templates, and capabilities
for deploying web services.
They integrate with other key
information systems in the utility’s
application landscape, such as:
I Work and asset management /
Enterprise Asset Management (EAM)
I Outage management
I Field force management
I Customer connection and access
management
I SCADA / Telemetry and NMS/DMS.
To accommodate increased
information needs, the GIS should
allow capture, storage and retrieval of
asset-related information. Related
information consists of:
I Asset lifecycle status information
I Events reflecting asset condition and
performance
I Linked technical and operational
documents.
This information is often created in
one of the other information systems,
but should be linked as precisely as
possible to the network assets it
applies to, in order to build up the
maintenance and the performance
history of those assets. Without an
intelligent geographical interface
deployed to operators and field
workers, it is impossible to capture
this valuable information without
massive quality losses. This is where
the GIS meets field force automation,
either directly or through other
business 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
EquipmentEquipment
Line/CableStation Station
StaticMaster
Data&Engineering
Parameters
DynamicAsset
ConditionInformation

Implementing the enterprise GIS
The central positioning of GIS and the
information requirements from all
asset-related processes and applications,
make it easy to understand that
“Enterprise GIS” implementations are
generally characterized by their
complexity. The scope can possibly
cover the entire operation, including
business change in process flows,
master data management practices,
roles and responsibilities, interaction
with external parties, mobile
operations and field data capture.
Some key business issues have to be
addressed when constructing the
GIS-centric enterprise. Strategic
choices made in any of these areas
will largely impact cost, feasibility and
complexity of the implementation
program. The following sections will
highlight the most important ones.
Logistic asset management
processes alongside asset
information management
In most utilities, logistic processes
(projects, work, materials, and
procurement) have been structured
and aligned with ERP or EAM-based
processes.
The content part of this work is
documented in several ways using
GIS, CAD and document management
tools, through a so-called “asset
information management process”.
Evolutions of the network configuration
in the field have to find their way
back to the back-office where they are
documented. This process is usually
less structured and not aligned with
the logistic workflows. Actually,
organizations support two processes
that - from a business point of view -
should ideally be ONE integrated
process, serving both the ‘content’ and
the logistic aspect of projects and
work orders.
To optimize this situation, a
fundamental review of business
processes may be needed. With a GIS-
centric perspective, advantage can be
taken of today’s maturing enterprise
GIS solutions to deploy them into
mobile applications and integrate
them with ERP back-offices. The map
is a natural entry point for anyone
involved in the operation of a network.
Figure 5: Integrate parallel lifecycle processes
Logistic process (ERP)
Asset Information Management process (GIS/CAD/Document Management)
Concept ConstructDesign
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 of
a utility’s asset information
management process. This can consist
of graphical and non-graphical
activities as long as they feed a unique
registration of all assets in their
network context.
EAM/ERP solutions have also
implemented their view on the assets
as a location reference for
maintenance work. It is usually
structured in a hierarchical way, and
does not reflect any network concept.
In a streamlined organization, where
asset information management is
implicit in the logistic processes, the
GIS should be integrated smoothly
with the EAM/ERP solution to reflect
the lifecycles of the equipment.
Typical ERP-GIS integration issues are:
I Who are the master / slave in the
lifecycle of geographically located
objects and how to translate this into
integration cases between the ERP /
EAM and the GIS?
I What is the level of equipment detail
that is common in the interface
between both worlds?
So far, there is no standard answer to
these questions. The options vary
between a highly ERP-centric enterprise
and a GIS-centric enterprise, thereby
largely impacting business workflows
and information exchanges.
In projects and construction, for
instance, GIS-centricity means that
network extensions are first ‘constructed’
or ‘designed’ in the GIS. At a certain
stage, the matured design automatically
delivers work breakdowns, estimated
bills of material, and initial assets that

9
are created ‘as designed’ long before
they will be constructed. The
implementation of this workflow
cannot be treated as a standalone case.
It assumes a GIS-centric business
philosophy. Therefore, interfacing GIS
and EAM/ERP is not a technical issue.
No standard (let alone single-vendor)
solution integrating GIS and EAM/ERP
has been found that can accommodate
the number of possible business
model variants.
CAD versus GIS
Asset information management in a
utility is essentially a graphical
activity. Two distinct but overlapping
technology solutions have been
competing over the last two decades
to support this graphical editing
activity: CAD and GIS. Still today,
many organizations are struggling
with the dilemma of which
technology to privilege in their
application landscape. As a matter of
fact, many utilities have implemented
very functional GIS applications with
CAD tools while others have invested
in powerful GIS packages without
exploiting the full capabilities.
When evolving towards asset
information management, there is a
clear need for the full functionality of
a utility GIS package. Version
managed databases of the entire
network, full topology support with
utility-specific rule bases, multiple
graphical representations (including
in-plant schematics for example) and
powerful geographic analysis
functions are some of the key features
of an enterprise GIS solution. Vendors
like ESRI, Intergraph and GE Energy
dominate the world market and offer
predefined templates and data models
for utilities.
The downside of these GIS solutions
is that data integrity constraints,
editing and validation rules, and the
inevitable integration of additional –
non graphical – features slow down
the drawing and map production
itself. In situations where flexibility
and efficiency of drawing are essential,
or where graphical information is
exchanged frequently with external
engineering and construction
companies, CAD-based solutions are
still leading the way. The leading CAD
suppliers Autodesk (AutoCAD) and
Bentley (Micro station) have
continued their efforts to improve
their products, specifically in the
engineering and construction area
where GIS solutions are not always
the best alternative.
Today, emphasis is shifting towards
improved data quality and integrity
with more rigorous asset information
management as a consequence. But
the threshold when implementing the
GIS-systems that support these
processes for the graphical domain
proves to be hard to take for many of
the involved operational staff, which
leads to considerable training and
change management effort.
Is it worth the effort? Can we reorient
drawing office functions that have been
used to work with efficient CAD tools
like Microstation or Autocad to become
asset data managers? Are their alternatives?
It is true that the ideal situation would
be to support the entire asset lifecycle
with a single GIS-based repository
(see Figure 6) where projected
network extensions would be managed
in a provisional state together with the
as-built network. But the project
lifecycle may require more flexibility
to cope with various scenarios,
specific layouts to comply with local
construction and environmental
regulations, integrate data from other
networks and facilitate easy exchange
of data with contractors who are
working with Autocad or Microstation.
In that case, a hybrid solution (see
Figure 7) with CAD/workgroup/document
management for projects and GIS for
operations is a good option. Intelligent
mechanisms are then needed to
extract data from the operational asset
repository into a project, and to re-
insert the as-built situation once
constructed, unless one decides to
redraw 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 essential
building block in the utility’s
application landscape. Drivers for the
renewed interest in GIS are:
I Safety and compliance regulations
I Readiness for new network
management practices (smart grid)
I Operational process improvements
I A general requirement for increased
traceability of the network situation.
Many issues that were previously
looked at from a different
(departmental) perspective are now
being placed in a broader enterprise
context. The current GIS systems in
many utilities are often inadequate for
providing answers to these new
enterprise requirements. Together
with an inevitable technology
transition for many older GIS
implementations, this observation
provides a clear case for action to
engage in a GIS renewal project.
Utilities generally underestimate
the effort associated with GIS
implementations, which is why many
past implementations were never fully
completed and expected benefits were
not realized.
The journey towards the GIS-centric
enterprise requires some reflection
and planning. In that process, some
organizational and technological
hurdles may need to be overcome.
A strong business case can be built
only if the business adopts an enterprise
vision for GIS and stakeholders from
different departments become convinced
how a GIS-centric enterprise will
improve their daily operations and the
business as a whole. The added value
comes from applications such as
Outage Management or Asset
Management for which a central GIS
service is a prerequisite.
Nevertheless, the establishment of a
clear vision should not prevent
organizations from moving forward
step by step in a pragmatic way, with
intermediate realizations that add
value to the business.
Conclusion

www.capgemini.com/energy
Capgemini, one of the
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solution for clients.
Present in more than 30 countries,
Capgemini reported 2008 global
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information technology needs of many of
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More information is available at
www.capgemini.com/energy
About Capgemini and the
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Copyright © 2009 Capgemini. No part of this document may be modified, deleted or
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For more information please contact:
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