Transmission Asset Management

EXPANDING THE DEFINITION OF TLC

Sometimes, DIY project management works fine. Other times, doing it yourself is DFF (destined for failure). When you are too close to a big problem, it can be difficult to solve it.

Here’s that story.

A large federal utility faced a perfect storm. Aging transmission infrastructure, increased power demands and the addition of new power sources were causing great stress to the utility’s grid.

They needed a new system and process to effectively manage their transmission assets by connecting engineering, asset management, maintenance and work planning. Four years ago, they initiated a major project (named TAS) to address their problems. After three years, the project had made little progress, was over budget, had an unrealistic timeline, lacked agreement on scope, and had undefined and conflicting requirements. In short, they were stuck in a whirlpool – flailing and failing fast.

That’s when ACME was brought on board to take over the project. On day one, the entire team (30-plus people) gathered in a room, and we led a workshop session. The first task was to describe what project TAS was meant to do.

No one came up with the same answer. OMG.

Working through the issues, we gained a consensus on project scope and goals. We reorganized the team to focus on needs and formed sub-teams to work under an agile approach. Deliverables were organized into phases that built on each other (instead of delivering all functionality at one time as previously planned).

We created clear reporting channels, mandated bi-weekly project meetings and developed a detailed communication plan to keep the 1,000-plus users, as well as the stakeholders and executives, well-informed.

Within six months, the project began testing future state processes and systems. Within nine months, we began rollout to more than 400 end users. Within a year, the utility had a true picture of their transmission infrastructure and the ability to manage it better.

Throughout the project there have been constant pressures to change scope, delay work and underperform on tasks. Some people wanted to bail on the project. They were out of luck.

We refused to let anyone give up. With a steady hand, we kept steering toward the vision and reminding people how we would get there. It took a lot of reassurance, motivation and strong leadership, but we’re now out of the TAS whirlpool and on course for successful completion of the project.

The moral of the story: TLC (tenacious leadership counts).