Maximo and Mobile GIS Technology: A Combination that Delivers New York Power Authority - Case Study

1. Maximo and Mobile GIS Technology: A Combination that DeliversNew York Power Authority - Case Study Engage Audience. Ask Question of Audience. How many of you have a CMMS or WMS? How many of you have an operational GIS? How many have integrated the two? How many of you are planning some sort of integration in the future? Engage Audience. Ask Question of Audience. How many of you have a CMMS or WMS? How many of you have an operational GIS? How many have integrated the two? How many of you are planning some sort of integration in the future?

2. Today�s Presentation in Ten Parts Engage Audience. Ask Question of Audience. How many of you have a CMMS or WMS? How many of you have an operational GIS? How many have integrated the two? How many of you are planning some sort of integration in the future? Engage Audience. Ask Question of Audience. How many of you have a CMMS or WMS? How many of you have an operational GIS? How many have integrated the two? How many of you are planning some sort of integration in the future?

3. Introduction to New York Power Authority Part 1

4. Introduction to New York Power Authority (NYPA)

5. NYPA Mission

6. NYPA Maintains a Commitment to the Environment Mention IBM and Maximo Mobile technology and future plans for integrating with environmental processes and systems. We are also a national leader in promoting energy efficiency and the development of clean energy technologies and electric vehicles. We commit $100 million a year to energy services, and in 2006 our total investment in these programs surpassed $1 billion. While most of our projects are found at public facilities, with the resulting efficiency improvements helping to reduce taxpayer-funded energy costs, we are proudest of the upgrades made at our administrative offices in White Plains. Because of these measures, NYPA�s Clarence D. Rappleyea Building has received a Gold rating for existing buildings in the LEED (Leadership in Energy and Environmental Design) certification process administered by the U.S. Green Building Council. In fact, NYPA is now incorporating �sustainability� into all of its day-to-day activities in order to make our facilities operate in the healthiest, most environmentally sound manner possible. Our long-standing commitment to the environment reflects this philosophy that has been a Power Authority tradition since our earliest days In summary, the Power Authority�s commitment to the environment is to... recognize that the people of the State of New York have a genuine regard for the environment, and have the right to expect that the Authority, as a State-chartered energy supplier, will respect their concerns in this regard; meet the requirements of all applicable environmental laws, regulations and permit requirements and to verify this commitment through environmental auditing and performance measurement; reduce the impact of our operations on air, water, biota and land; continue an aggressive, cost-effective pollution prevention, recycling and waste minimization program; integrate environmental considerations into our regular business and planning processes and seek to use vendors and contractors who likewise integrate these concerns into their businesses; support energy-efficiency and renewable-energy programs and encourage resource conservation; educate our employees and contractors so that they each know their environmental responsibilities and share the Authority�s commitment to the environment; pursue opportunities to achieve environmental enhancements through stewardship programs that incorporate stakeholder and community input for the responsible care of the land, air, water, biota and cultural resources associated with our land holdings and projects; participate in the public policy debate and the scientific study of environmental issues affecting our industry; and regularly measure environmental performance and share the results of those measurements with our employees, customers and the public at large, recognizing our unique position as a publicly owned leader in the electric utility industry. Mention IBM and Maximo Mobile technology and future plans for integrating with environmental processes and systems. We are also a national leader in promoting energy efficiency and the development of clean energy technologies and electric vehicles. We commit $100 million a year to energy services, and in 2006 our total investment in these programs surpassed $1 billion. While most of our projects are found at public facilities, with the resulting efficiency improvements helping to reduce taxpayer-funded energy costs, we are proudest of the upgrades made at our administrative offices in White Plains. Because of these measures, NYPA�s Clarence D. Rappleyea Building has received a Gold rating for existing buildings in the LEED (Leadership in Energy and Environmental Design) certification process administered by the U.S. Green Building Council. In fact, NYPA is now incorporating �sustainability� into all of its day-to-day activities in order to make our facilities operate in the healthiest, most environmentally sound manner possible. Our long-standing commitment to the environment reflects this philosophy that has been a Power Authority tradition since our earliest days In summary, the Power Authority�s commitment to the environment is to... recognize that the people of the State of New York have a genuine regard for the environment, and have the right to expect that the Authority, as a State-chartered energy supplier, will respect their concerns in this regard; meet the requirements of all applicable environmental laws, regulations and permit requirements and to verify this commitment through environmental auditing and performance measurement; reduce the impact of our operations on air, water, biota and land; continue an aggressive, cost-effective pollution prevention, recycling and waste minimization program; integrate environmental considerations into our regular business and planning processes and seek to use vendors and contractors who likewise integrate these concerns into their businesses; support energy-efficiency and renewable-energy programs and encourage resource conservation; educate our employees and contractors so that they each know their environmental responsibilities and share the Authority�s commitment to the environment; pursue opportunities to achieve environmental enhancements through stewardship programs that incorporate stakeholder and community input for the responsible care of the land, air, water, biota and cultural resources associated with our land holdings and projects; participate in the public policy debate and the scientific study of environmental issues affecting our industry; and regularly measure environmental performance and share the results of those measurements with our employees, customers and the public at large, recognizing our unique position as a publicly owned leader in the electric utility industry.

7. Overview of Maximo and Mobile Technology Part 2

8. Key Maximo Capabilities

9. Maximo Manages Information Related to Work Activities and Physical Assets But it�s tabular. Great info, but hard to understand where the assets are Condition monitoring, unique way to use it � stakeholder management � Get buy-in and turn potential skeptics into advocatesBut it�s tabular. Great info, but hard to understand where the assets are Condition monitoring, unique way to use it � stakeholder management � Get buy-in and turn potential skeptics into advocates

10. GIS Capabilities Display data on a map � easy visualization As an example � can see where water mains are, view different symbologies based on size, material, work orders. Have map render picture based on different attributes.As an example � can see where water mains are, view different symbologies based on size, material, work orders. Have map render picture based on different attributes.

11. GIS Capabilities Easily find assets by location GIS allows you to do spatial queries, so can quickly find assets and infrastructure by location. Parcel address. Street intersection or name. Asset ID.GIS allows you to do spatial queries, so can quickly find assets and infrastructure by location. Parcel address. Street intersection or name. Asset ID.

12. GIS Capabilities Edit and maintain spatial data GIS provides tools to allow updates and adding new assets to spatial database. An example is the record plans and as-builts that come in from contractors � can enter features into system with the GIS editor application (a GIS software package). Might be a tool from ESRI, Intergraph, or Autodesk. (Often don�t carry the meter in GIS � but WMS wants to know about the meter due to meter replacements and batteries. They store the service location link in GIS (might tie the account # to that location to get meter data). SPRWS NOTE!!! GIS provides tools to allow updates and adding new assets to spatial database. An example is the record plans and as-builts that come in from contractors � can enter features into system with the GIS editor application (a GIS software package). Might be a tool from ESRI, Intergraph, or Autodesk. (Often don�t carry the meter in GIS � but WMS wants to know about the meter due to meter replacements and batteries. They store the service location link in GIS (might tie the account # to that location to get meter data). SPRWS NOTE!!!

13. GIS and Maximo CMMS Are Closely Related Technologies Both manage a database of facilities and assets Both support planning, operations, and maintenance activities ESRI GIS and IBM Maximo support industry standard technologies Web architectures (JSP) Database standards (Oracle, SQL/Server) Vendors are using configurable front-ends using standardsVendors are using configurable front-ends using standards

14. Getting The Most From The Technology Requires Integration Of Both Systems Get benefits from integrating these systems. Get benefits from integrating these systems.

15. Project Background Part 3

16. Transmission Maintenance The Transmission Business Unit�s mission is to operate and maintain NYPA�s high voltage transmission facilities. An integral part of the maintenance program is the performance of transmission structure and right of way inspections.  The current process utilizes hardcopy reports and notes prepared by inspectors in the field, which are then reviewed by MRM planners. Transmission maintenance is the �customer� in this project An integral part of the maintenance program is the performance of transmission structure and right of way inspections. These inspections provide the group with a view as to the condition of transmission assets. Using the information gathered during the inspections the group can identify, schedule and execute the maintenance activities needed to ensure optimal transmission performance. The current process utilizes hardcopy reports and notes prepared by inspectors in the field, which are then reviewed by MRM planners The inspection crews operate without the ability to access current Maximo and GIS data while in the field. Once results are returned, the burden of dealing with the hardcopy documents fall to the MRM planner who needs to review the reports and create work orders to perform the required maintenance. Transmission maintenance is the �customer� in this project An integral part of the maintenance program is the performance of transmission structure and right of way inspections. These inspections provide the group with a view as to the condition of transmission assets. Using the information gathered during the inspections the group can identify, schedule and execute the maintenance activities needed to ensure optimal transmission performance. The current process utilizes hardcopy reports and notes prepared by inspectors in the field, which are then reviewed by MRM planners The inspection crews operate without the ability to access current Maximo and GIS data while in the field. Once results are returned, the burden of dealing with the hardcopy documents fall to the MRM planner who needs to review the reports and create work orders to perform the required maintenance.

17. Transmission Maintenance Reliance on hardcopy documents and forms presents the Line Crews with the arduous task of managing and maintaining hundreds of paper documents related to inspection results for a given line patrol. The inspection crews operate without the ability to access current Maximo and GIS data while in the field. Transmission maintenance is the �customer� in this project An integral part of the maintenance program is the performance of transmission structure and right of way inspections. These inspections provide the group with a view as to the condition of transmission assets. Using the information gathered during the inspections the group can identify, schedule and execute the maintenance activities needed to ensure optimal transmission performance. The current process utilizes hardcopy reports and notes prepared by inspectors in the field, which are then reviewed by MRM planners The inspection crews operate without the ability to access current Maximo and GIS data while in the field. Once results are returned, the burden of dealing with the hardcopy documents fall to the MRM planner who needs to review the reports and create work orders to perform the required maintenance. Transmission maintenance is the �customer� in this project An integral part of the maintenance program is the performance of transmission structure and right of way inspections. These inspections provide the group with a view as to the condition of transmission assets. Using the information gathered during the inspections the group can identify, schedule and execute the maintenance activities needed to ensure optimal transmission performance. The current process utilizes hardcopy reports and notes prepared by inspectors in the field, which are then reviewed by MRM planners The inspection crews operate without the ability to access current Maximo and GIS data while in the field. Once results are returned, the burden of dealing with the hardcopy documents fall to the MRM planner who needs to review the reports and create work orders to perform the required maintenance.

18. Transmission Maintenance Had Identified a Need 75% of Transmission Maintenance Work Orders are created from Inspections. Transmission Maintenance requested an easy tool to record line inspections. Several attempts at automating process failed Lack of integration to Maximo Software too extensive and cumbersome for basic requirement. NYPA personnel attended MRO World and Maximo Monday presentation in 2007 and saw EMA�s presentations of mobile capabilities. Talk about history of attempts to automate the processTalk about history of attempts to automate the process

19. Inspection Process Prior to Pilot Was Cumbersome

20. Pre-pilot Deficiencies Trend analysis Work efficiencies Communication Duplicate work orders Paper records do not lend themselves to long-term analysis of the transmission system. The resulting work orders may indicated some trends, but often miss them until significant remediation is required. Analysis of the digital inspection records over long periods will provide the ability to predict future maintenance more accurately. Paper records do not lend themselves to long-term analysis of the transmission system. The resulting work orders may indicated some trends, but often miss them until significant remediation is required. Analysis of the digital inspection records over long periods will provide the ability to predict future maintenance more accurately.

21. Project Expectations Part 4

22. Business Opportunity: Reduce time associated with hard copy manipulation. Provide the Transmission MRM Planners the tool required to assist in the planning effort. Free line crews from managing hardcopy forms for work order backlog. Provide line crews the ability to communicate potential GIS updates by providing the means to redline GIS maps in the field. Enable reporting of asset performance and maintenance. Provide an online historical record of the inspections performed and their status. The ability to capture electronic inspection data in the field and programmatically incorporate this data into the Maximo and GIS legacy systems would provide the means to reduce the time lag associated with hardcopy manipulation and provide the Transmission MRM Planners the tool required to assist in the planning effort. The use of mobile technology would alleviate the Line crews from managing hardcopy forms for work order backlog and further enhance their ability to communicate potential GIS updates by providing the means to redline GIS maps in the field. Automation of the inspection process would result in a searchable data repository. This repository would enable reporting of asset performance and maintenance, also providing an online historical record of the inspections performed and their status. The ability to capture electronic inspection data in the field and programmatically incorporate this data into the Maximo and GIS legacy systems would provide the means to reduce the time lag associated with hardcopy manipulation and provide the Transmission MRM Planners the tool required to assist in the planning effort. The use of mobile technology would alleviate the Line crews from managing hardcopy forms for work order backlog and further enhance their ability to communicate potential GIS updates by providing the means to redline GIS maps in the field. Automation of the inspection process would result in a searchable data repository. This repository would enable reporting of asset performance and maintenance, also providing an online historical record of the inspections performed and their status.

23. Project Objectives: Reduce the time it takes to create work orders and perform repairs based on deficiencies reported from the line inspection process. Provide a fast solution to process a simple transaction. Transition from manual (Paper) to digital processing; providing the ability to retain and archive comments submitted by the Line Crew. Store data captured on transmission line inspection forms. Improve GIS data accuracy by using data collected in field mark-ups for map updates. Consistent synchronization of data between the existing enterprise system (GIS and Maximo) and mobile solution. Application MUST be EASY to use. This comes directly from one of NYPA�s management documentsThis comes directly from one of NYPA�s management documents

24. NYPA Expected the Project to Deliver: An automated field inspection collection system. A consistent, effective method for both collecting and viewing Maximo and GIS data in a timely manner. The ability to use GIS in the field to desired level during structure inspections. An automated line patrol history for potential audits, thus mitigating the potential for NERC fines in the event of a system failure. This comes directly from one of NYPA�s management documentsThis comes directly from one of NYPA�s management documents

25. Project Process Part 5

26. Proposed Solution

27. Integration Must Accommodate Sharing of Enterprise Asset Data

28. Architecture

29. Project Schedule

30. Project Structured for Efficiency with Maximum Staff Input Representatives from NYPA IT, NYPA GIS, and EMA met with end users to: Determine end user requirements Assign tasks Develop a rough schedule. Work began immediately after this meeting, before the formal schedule was developed. Tasks conducted concurrently to meet ambitious project schedule. TBU planners and line crew were the end users TBU planners and line crew were the end users

31. Concurrent Tasks Helped Meet the Ambitious Project Schedule NYPA tasks: Normalize / synchronize the transmission structures (�towers�) data between Maximo and GIS Assign Maximo equipment numbers to the spans in the GIS and adding spans to Maximo Re-project some GIS data Create a personal geodatabase for the mobile units (tablets / laptops) Create virtual servers for the synchronizing function Provide remote access to the servers Update the Maximo Condition Monitoring table EMA tasks: Configure EMA Maximo mobile software Develop the inspection forms designed in the initial meeting Create a Maximo work order (backlog) layer for GIS Create a Maximo condition monitoring interface Train NYPA IT and GIS staff (�train the trainer�) Advise and assist NYPA staff throughout the project TBU planners and line crew were the end users TBU planners and line crew were the end users

32. End-user Training Was Critical to Pilot Success Project relied on �Train-the-Trainer approach. Training provided opportunity for end-user feedback Training feedback included recommendations for enhancements Some enhancements were made immediately so crews had them to use during first phase of the project  Time spent by NYPA GIS staff with crews in the field contributed to project success NYPA GIS staff spent several days with each crew in the field to ensure that they were comfortable with the system This time in the field increased end-user buy-in NYPA and EMA had to constantly adjust aspects of the project schedule and develop work-arounds for elements that were not quite complete when the pilot inspections began. The most salient change in approach was our decision to use our development environment for the pilot rather than production, which necessitated �hands-on� synchronizing by IT and GIS staff during the pilot, rather than an automated process. On July 25, 2008, NYPA staff met with the TBU end users and trained them in the use of the system. The training resulted in some good feedback including a request for some enhancements, which EMA effected immediately so that the crews had the enhancements to use for the first phase of the project. In order to help insure buy-in from the line crews, NYPA GIS staff spent several days with each crew in the field to insure that they were comfortable with the system. NYPA GIS staff met with TBU end users after phase one of the pilot (FE and MA Tx. Line inspections). The consensus was that the system worked well and that adoption was warranted. A number of constructive suggestions for revisions and enhancements were made by the end users. EMA again effected the most practical changes / revisions requested by the end users before phase two of the pilot (NATL inspections) began in early November. The pilot was successfully completed in late December, 2008. NYPA and EMA had to constantly adjust aspects of the project schedule and develop work-arounds for elements that were not quite complete when the pilot inspections began. The most salient change in approach was our decision to use our development environment for the pilot rather than production, which necessitated �hands-on� synchronizing by IT and GIS staff during the pilot, rather than an automated process. On July 25, 2008, NYPA staff met with the TBU end users and trained them in the use of the system. The training resulted in some good feedback including a request for some enhancements, which EMA effected immediately so that the crews had the enhancements to use for the first phase of the project. In order to help insure buy-in from the line crews, NYPA GIS staff spent several days with each crew in the field to insure that they were comfortable with the system. NYPA GIS staff met with TBU end users after phase one of the pilot (FE and MA Tx. Line inspections). The consensus was that the system worked well and that adoption was warranted. A number of constructive suggestions for revisions and enhancements were made by the end users. EMA again effected the most practical changes / revisions requested by the end users before phase two of the pilot (NATL inspections) began in early November. The pilot was successfully completed in late December, 2008.

33. Project Involved Continuous Feedback From Project Team and End-Users NYPA and EMA continually adjusted project schedule and tasks based on new information and feedback. NYPA GIS staff met with TBU end users after phase one of the pilot (FE and MA Tx. Line inspections). Consensus was that the system worked well and that adoption was warranted End-users made constructive suggestions for revisions and enhancements EMA implemented the most practical changes / revisions requested by the end users before phase two of the pilot (NATL inspections) began in early November. The pilot was successfully completed in late December, 2008. NYPA and EMA had to constantly adjust aspects of the project schedule and develop work-arounds for elements that were not quite complete when the pilot inspections began. The most salient change in approach was our decision to use our development environment for the pilot rather than production, which necessitated �hands-on� synchronizing by IT and GIS staff during the pilot, rather than an automated process. On July 25, 2008, NYPA staff met with the TBU end users and trained them in the use of the system. The training resulted in some good feedback including a request for some enhancements, which EMA effected immediately so that the crews had the enhancements to use for the first phase of the project. In order to help insure buy-in from the line crews, NYPA GIS staff spent several days with each crew in the field to insure that they were comfortable with the system. NYPA GIS staff met with TBU end users after phase one of the pilot (FE and MA Tx. Line inspections). The consensus was that the system worked well and that adoption was warranted. A number of constructive suggestions for revisions and enhancements were made by the end users. EMA again effected the most practical changes / revisions requested by the end users before phase two of the pilot (NATL inspections) began in early November. The pilot was successfully completed in late December, 2008. NYPA and EMA had to constantly adjust aspects of the project schedule and develop work-arounds for elements that were not quite complete when the pilot inspections began. The most salient change in approach was our decision to use our development environment for the pilot rather than production, which necessitated �hands-on� synchronizing by IT and GIS staff during the pilot, rather than an automated process. On July 25, 2008, NYPA staff met with the TBU end users and trained them in the use of the system. The training resulted in some good feedback including a request for some enhancements, which EMA effected immediately so that the crews had the enhancements to use for the first phase of the project. In order to help insure buy-in from the line crews, NYPA GIS staff spent several days with each crew in the field to insure that they were comfortable with the system. NYPA GIS staff met with TBU end users after phase one of the pilot (FE and MA Tx. Line inspections). The consensus was that the system worked well and that adoption was warranted. A number of constructive suggestions for revisions and enhancements were made by the end users. EMA again effected the most practical changes / revisions requested by the end users before phase two of the pilot (NATL inspections) began in early November. The pilot was successfully completed in late December, 2008.

34. Project Results Part 6

35. NYPA Line Patrol Application

36. How it works, why we set it up this way, ease of use, intended audience, why it�s so well accepted, the conditions they are working inHow it works, why we set it up this way, ease of use, intended audience, why it�s so well accepted, the conditions they are working in

38. Flow of Redline Sketch Information Provides Effective Communication of Changes Performed in the Field

39. NYPA Enterprise GIS Became a Major Integration Point for Maximo Primary source of asset information Actively maintained datasets Data familiar to field crews and planning personnel Used to track condition information (condition monitoring) Discuss significance of GIS Discuss significance of GIS

40. Project Benefits Part 7

41. Crews Participate in Increasing Asset Data Accuracy Crews create redlines of asset changes or discrepancies. Updates are sent to the GIS Administrator and are available after next synchronization (weekly during the line inspection period). Work Order backlog is available to the line crew while they are physically at the asset location. Reduce potential for error, GIS is dynamic data set, Attributes updated weekly. Discuss why and how synchronization frequency was chosenReduce potential for error, GIS is dynamic data set, Attributes updated weekly. Discuss why and how synchronization frequency was chosen

42. Increases Accuracy and Integrity of Enterprise Asset Data BEFORE Discovery of changes to field information stayed in crew�s heads. Managing paper inspection forms is an arduous task where actionable data may not always be readily available. INTEGRATED Streamlined communication of asset changes from field to office. Work order backlog and GIS data available to the field in a timely manner. Old way, not being done. Information was in heads of crews. When they left, information was lost. Didn�t get info back to office before (in the heads of the crews or in their map books). Now they submit sketches back to the GIS department. So now the GIS group that maintains the database gets redlines submitted electronically. Nightly updates. Old way, not being done. Information was in heads of crews. When they left, information was lost. Didn�t get info back to office before (in the heads of the crews or in their map books). Now they submit sketches back to the GIS department. So now the GIS group that maintains the database gets redlines submitted electronically. Nightly updates.

43. Current Status and Next Steps Part 8

44. Current Status We inspected three of our major transmission facilities during the pilot: Moses-Adirondack Transmission Line (MA) Fitzpatrick-Edic Transmission Line (FE)� Niagara Adirondack Tie Line (NATL). Total inspections included: 3,068 structures 2,501 spans 351 miles of right of way MA Statistics - The MA line is a double circuit 230kV transmission line.� Its right of way is 82 miles long,�averages 250 feet wide, and its two parallel circuits (162 circuit miles) are�composed of 1589 transmission structures�arranged within�1337 spans.� All structures and spans were inspected during the pilot. FE Statistics - The FE line is a single circuit 345kV transmission line.� Its right of way is 70 miles long,�averages 150 feet wide, and this circuit is�composed of 338 transmission structures�arranged within�337 spans.� All structures and spans were inspected during the pilot. NATL Statistics - The�NATL is a double circuit 345kV transmission line.� Its right of way is 199 miles long,�averages 300 feet wide, and its two parallel circuits (397 circuit miles) are�composed of�1141 transmission structures arranged within�827 spans.� All structures and spans were inspected during the pilot. MA Statistics - The MA line is a double circuit 230kV transmission line.� Its right of way is 82 miles long,�averages 250 feet wide, and its two parallel circuits (162 circuit miles) are�composed of 1589 transmission structures�arranged within�1337 spans.� All structures and spans were inspected during the pilot. FE Statistics - The FE line is a single circuit 345kV transmission line.� Its right of way is 70 miles long,�averages 150 feet wide, and this circuit is�composed of 338 transmission structures�arranged within�337 spans.� All structures and spans were inspected during the pilot. NATL Statistics - The�NATL is a double circuit 345kV transmission line.� Its right of way is 199 miles long,�averages 300 feet wide, and its two parallel circuits (397 circuit miles) are�composed of�1141 transmission structures arranged within�827 spans.� All structures and spans were inspected during the pilot.

45. Challenges and Enhancements Mark the Project�s Future Opportunities What�s Next? Danger Tree App. Aerial line patrol One of the challenges they�ve faced is putting more work on the people responsible for getting the data. There needs to be more QA/QC. Also, verifying that work orders are attached to the right asset. The people in the office are now seeing this need. So crews are asked to close out their work orders. We�d like them to assign the work order to the asset they fixed (transfer if needed). One of the challenges they�ve faced is putting more work on the people responsible for getting the data. There needs to be more QA/QC. Also, verifying that work orders are attached to the right asset. The people in the office are now seeing this need. So crews are asked to close out their work orders. We�d like them to assign the work order to the asset they fixed (transfer if needed).

46. Summary / Lessons Learned Part 10

47. GIS/Maximo Integration Provides Complete Solution for Managing Distributed Work & Assets Asset sharing across multiple enterprise systems. Efficient and effective work management. Effective tools for managing work and assets in the field. Increased accuracy and integrity of enterprise asset data.

48. Lessons Learned Get user acceptance and management buy in early in the process. Timely response to user comments during the pilot pays huge dividends. In-field support at beginning of pilot helps ensure end-user acceptance. Understand the hidden agendas of all participants. The degree of technical competence is inversely proportional to the level of management.

49. Testimonials �I am not especially computer literate but found this system to be straightforward and relatively easy to use.� �This works well, and we like having the GIS information available in the field.� �It's heavy (compared with paper) but I think this will work.� �We really appreciate your responsiveness in implementing the changes we have requested so quickly." �We have gotten good buy-in from the field, and the system has proven to be useful and reliable.� I see no reason to continue paper-based inspections.� �This is an important initiative to the Transmission Maintenance Business and our Transmission Infrastructure; this software and its ease of use has achieved the objective� - Senior Manager of Transmission Maintenance.

50. QUESTIONS? Engage Audience. Ask Question of Audience. How many of you have a CMMS or WMS? How many of you have an operational GIS? How many have integrated the two? How many of you are planning some sort of integration in the future? Engage Audience. Ask Question of Audience. How many of you have a CMMS or WMS? How many of you have an operational GIS? How many have integrated the two? How many of you are planning some sort of integration in the future?