It is a Fact of Life that People do not Like Change. But when Southern Company decided to implement a standardized geospatial information system (GIS) from ESRI (Redlands, California, U.S.), change was inevitable for the staff of Georgia Power Co. (GPC; Atlanta, Georgia, U.S.), the largest of Southern Company's four electric utilities.

A standardized GIS would introduce major new processes and product changes that translate into a wealth of tangible business and financial benefits to the daily operation of an electric utility. To reap some of these benefits, GPC had to convert more than 300 end users from the customized AutoCAD mapping system, called Automated Mapping & Construction (AM/C), to the new GIS, called Distribution GIS. The new GIS was configured with Telvent Miner & Miner's Designer product and integrated with GPC's Job Estimating Tracking System (JETS).

THE PAST IS HISTORY

GPC end users have weathered several implementations of systems over recent years. Their experiences with these implementations have been mixed, which has formed a foundation of skepticism regarding the importance and benefits of making system changes.

Given that foundation of skepticism, the transition to the new GIS had the potential to invoke the normal human reactions of fear and rejection, which easily could negate the expected benefits.

AM/C users are located at facilities throughout the state of Georgia, including the data management center, the central/corporate office, regional/operating headquarters and two distribution control centers. The data technicians, quality-control technicians and engineers possess a variety of skill sets to operate the AM/C system. The technology changes of the new GIS system would impact their business processes and directly impact the day-to-day jobs of these individual employees.

The reactions GPC expected to get from employees when they first learned of the planned system change included: “How will I do my job?”, “Why do I need that?” and “My current system works fine!”

GPC decided to be proactive and planned a comprehensive change management program to address end-user push back, fear and rejection before it even occurred.

THE CHANGE MANAGEMENT STRATEGY

The change management strategy needed to articulate what the expected results would be and outline a tentative plan to achieve those results. The first step was to identify:

• Who would be impacted by the new system

• What part(s) of the system would impact them

• Why they were being impacted

• Whether the new system would provide a better way to do their jobs

• How their jobs would change

• When the changes would occur.

The answers to these questions helped shape the change management strategy. In developing the resulting change management plan, GPC's emphasis and goal was to develop ownership and buy-in from the end users. It was apparent that the plan could not be developed in a vacuum. The first major goal was to clearly define and convey the purpose, goals, expectations and business benefits of the new GIS and Designer in presentations to the end users. The second goal was to listen and then act in a timely manner on feedback from end users. The third major goal was to offer opportunities to involve the end users in the process early on and then often through workshops and testing.

GPC developed an overall communications plan to relay the latest project status and recent developments. The cornerstone of the communications plan was to develop and deploy a GPC GIS intranet web portal for the project, including pictures and quotes from end users, reference links, frequently asked questions and training schedules. Posters and flyers were printed to advertise the GIS project and to communicate recent milestones. To increase the project visibility to company executives, formal presentations, committee representations and scheduled status updates, as well as informal one-on-ones and on-the-fly status updates, were organized.

It was also essential to plan for conducting an effective training program to develop proficient users, increase user acceptance and maintain key business process productivity. This involved developing training plans and courseware to provide the users with the necessary details and knowledge to operate the system.

FOCUS-GROUP MEETINGS

The first tangible step to implementing this change strategy was to reach out to the end users. GPC decided the best venue would be to organize and hold focus groups throughout the service territory.

During the focus groups, the anticipated question of “Why should we move to the new system?” was answered by presenting the following facts:

• The AM/C software is reaching the end of its life cycle

• Efforts to extend AM/C will prove difficult and costly

• The GPC GIS will provide more intelligent information

• Data updates will be more efficient

• AM/C provides critical data to interface with systems such as outage management, therefore, it's essential to maintain an accurate database

• The new GPC GIS will facilitate a common GIS throughout Southern Company.

Along with answering the “Why make this change?” question, the focus groups also provided an opportunity for GPC to introduce the GIS project by:

• Showing and explaining the features of the new system

• Relaying the latest project news

• Offering a forum for managers, engineers, drafters and others to give feedback

• Identifying anyone who wanted to become more involved in the GIS implementation.

During the GIS focus groups, organizers presented free giveaway items as a means to keep the project visible. Each giveaway — all containing the GIS logo — was something tangible that attendees could take with them as a reminder of the new system. The giveaways included T-shirts, water bottles, mouse pads, CD cases and luggage tags. And, of course, the No. 1 rule of focus groups: Feed the attendees.

The GPC change management team acted immediately on the feedback received from the end users during these focus groups. As a result, the intranet web portal was enhanced to address end-user concerns and future communication messages, and the frequency of the messages were tailored to meet their needs. These focus groups paved the way to ensure end-user involvement and ownership of the new GIS system and processes.

LEADERS AND CHAMPIONS

Transitional leaders and change champions were selected from among the end users and are still an important part of the change management strategy. A transitional leader helps develop the workforce to be more productive end users of the new system, is only required to devote a limited amount of time and participates in the success of the project, thus increasing the effectiveness of the distribution organization.

A GIS change champion receives early training to assist with system testing, devotes a moderate amount of his or her time, receives recognition for this work that will contribute to their individual development plan, receives managerial support, and assists with GIS support at his or her site to become an advanced user.

Both roles require the individuals to model the Southern Company “style” of being a good listener and communicator, being open to learning and using new technology, and being a GIS spokesperson in their area.

After the focus groups were held, a final representative list of transitional leaders and champions was formalized. Each region was represented with at least one transitional leader and one GIS change champion. Messages were prepared and given to the identified transitional leaders, so they could disseminate the news within their own departments or groups. Every opportunity available was used to involve the transitional leaders and GIS champions.

KEY PERFORMANCE INDICATORS

Common corporate-level key-performance indicators for the GPC GIS project are being established to measure performance and monitor progress against the plan, and they will also measure post go-live results. This will establish a method for identifying success. These results will be evaluated to determine and address obstacles to achieving projected benefits. Performance monitoring and tracking ensures success because variances will be addressed immediately. Additionally, management support is present and visible. Training and on-site or help-desk support have been identified as tools to overcome obstacles.

The implementation of the GIS project at GPC is on schedule. End users have been trained in some of the key areas and are assisting with the deployment. The GPC change management team is maintaining vigilance and is updating the intranet web portal as needed (at least weekly).

LESSONS LEARNED

By creating a comprehensive change management process, GPC was able to turn its most negative critics of the new system into some of its most powerful advocates. In fact, the greatest challenge has been addressing the end-users' requests to give them the GIS system sooner than was possible! GPC realized that it is essential to listen to the end users, and then act on the messages received.

Taking the time to gather and assess the end users' current position is essential, because it enables a utility to build a comprehensive and effective change management program that will address its needs. Involving the end users in the process builds their ownership in the new system and sets the foundation for a shared success — by both the project team and the end users. Giving end users credit fosters continued support in the future.

Implementing a change management process focuses on ensuring that the changes affecting people are addressed appropriately and facilitates the successful implementation and benefits realization of a new system.

GPC achieved the one true measure of a change management strategy's success: The end users consistently ask, “Can I have the new system now?” instead of, “My current system works fine!”

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Mary Adams joined Georgia Power Co. in 1980 and is currently the business unit project manager. She is responsible for the implementation of GPC's new distribution GIS system. Adams has 26 years of experience working primarily in distribution and has held a variety of positions ranging from drafter to distribution support supervisor. She also has worked in the information technology and customer service organizations. Adams holds a bachelor's degree in business management and is a member of the Geospatial Information and Technology Association (GITA) and a member-at-large in the southeastern chapter of GITA. mhadams@southernco.com

Deb Bradbury is a senior consultant at Enspiria Solutions and has more than 20 years experience in providing GIS subject matter expertise and functional leadership. Bradbury uses her expertise to consult, gather requirements, design, develop and implement optimal software solutions for customers in the gas, electric and water markets, as well as provides strategic change management planning to support the successful deployment of these complex solutions. Bradbury is pursuing a bachelor's degree in communications. dbradbury@enspiria.com