Setting up a GIS organization department
Challenge
Geo-related data and, in particular, the geographic information systems (GIS) currently in use are critical for managing grid infrastructure for distribution system operators. They are a key tool in asset management and furnish vital information for decision-making. They also provide significant support for planning and construction as well as for the entire maintenance regime.
At a Swiss municipal utility, important GIS-related tasks were primarily performed by two organizationally separate teams. The result was confusion over responsibilities, practices and standards coupled with frictional losses. Another challenge was the lack of coordination and communication between the units, which led to redundant workflows and sometimes inconsistent data.
Solution
Against this background, FMC was mandated to conduct an in-depth analysis of the baseline situation in a first phase and, following on from this, to develop solutions and options to put in place a much more effective organizational structure. In addition, a strategic objective for the GIS of the company as a whole was defined to optimally meet current and future requirements.
The focus was on establishing a central GIS competence center as an independent unit within the municipal utility. To implement this new organizational structure, FMC worked with our client to develop a procedural concept for a detailed breakdown of the subsequent corporate setup and a roadmap for its realization.
In the second phase, FMC assisted our client in setting up the new GIS competence center. This encompassed creation of the process map and elaboration of the process architecture, based on the strategic orientation of the competence center. Future role profiles were established in line with the newly developed process map while relevant coordination structures and communication channels were defined to ensure efficient working practices.
Conclusion
The new organizational structure means that processes, roles and communication channels are clearly defined, thus facilitating coordination, avoiding inconsistencies, and minimizing redundant workflows. This strategic realignment enables the municipal utility to fulfill both in-house and external expectations and ensures consistent, future-proof application of GIS throughout the utility.
