本文概述了供水、废水收集、雨水输送和处理的大型分布式控制和运行管理系统的规划。该系统被称为IICATS（集成仪表控制自动化和遥测系统），代表着澳大利亚悉尼水务局的主要控制系统升级。该项目包括更换大部分现有遥测设备，在许多新地点增加监测和控制，以及对悉尼大都会地区2000多个地点的仪器进行重大升级。 给出了该项目的必要性及其目标。一个用户意识项目向员工和潜在用户介绍该项目，以寻求他们的支持。资产审计评估了哪些已经到位的组件可以使用或需要更换。作为该计划的使用者，轮班操作员的需求通过会议等渠道确定。给出了会议上讨论的主题列表以及由此产生的系统建议功能需求列表。初步的系统概念结合了增长和功能的灵活性； 详细讨论了初步系统概念的建立。系统的通信部分也进行了详细讨论，涉及MIS、电话、传真、FM/AM和移动通信。对实施计划的讨论包括17个主要项目要素的逐步细分。每一个主要元素都被进一步分解；本文给出了第二次细分的一个例子。为了建立预算，开发了一个现金流模型，将供应商的成本通过实施期间的年化现金流纳入其中。概述了向最高管理层推销该理念的策略。

This paper provides an overview of the planning which occurred for a very large distributed control and operations management system for water supply, wastewater collection and stormwater transport and disposal. The system, known as IICATS (Integrated Instrumentation Control Automation and Telemetry System) represents a major control system upgrade for the Water Board of Sydney, Australia. The project includes replacement of most of the existing telemetry equipment, the addition of monitoring and control at many new locations, and a substantial upgrade of instrumentation at over 2,000 locations in the metropolitan Sydney area. The need for the program and its objectives are given. A user awareness program introduced employees and prospective users to the project to solicit their support. An asset audit evaluated what components already in place could be used or needed to be replaced. The needs of shift operators, as users of the program, were identified through meetings, among other channels. A list of topics discussed at the meetings and a list of the resulting recommended functional requirements for the system are given. Preliminary system concepts incorporated the flexibility for both growth and functionality; establishment of preliminary system concepts is discussed in some detail. The communications portion of the system is also discussed in some detail, involving MIS, telephone, FAX, FM/AM, and mobile communications. Discussion of the implementation plan includes a step-by-step breakdown of 17 major project elements. Each major elements is further broken down; one example of this second breakdown is given. To establish a budget, a cash flow model was developed, incorporating costs from the vendor through annualized cash flow during implementation. The strategy for selling the idea to top management is outlined.