How to ensure the successful implementation of a large IT system? In spring 2025, the National Land Survey of Finland (NLS) deployed a new topographic data production system (MTTJ) to maintain the national topographic database (KMTK). The implementation has been described as exceptionally successful — possibly the best in the organisation’s history. The rollout was completed without any production disruptions, which is rare for such large-scale reforms.
“This is well supported by the fact that this year’s production targets will be met as planned, and operations have not slowed down,” says Risto Ilves, the project manager of the initiative.
Understanding needs thoroughly
The renewal began with comprehensive customer needs assessments and an analysis of NLS’s own production requirements. The old system was originally designed to produce printed maps, whereas the new system is built to maintain a continuously updated topographic database, better suited for geospatial data analysis.
“Based on the studies, it was clear that data modelling, production processes, and products needed to be modernized,” Ilves explains. The goals included more up-to-date data maintenance, reducing duplicate data collection, and using new technologies.
Background work spanned about ten years, during which countless hours were spent engaging with stakeholders, gathering necessary information, and processing feedback.
Bold reassessment of technology
Discussions with system vendors and practical tests revealed that no ready-made solution existed. Regardless of the chosen technology, further development would be necessary. The question was whether to adapt operations to existing systems or develop them according to NLS’s vision.
“It became clear that any technology would require further development,” Ilves notes. NLS decided to build the system on open-source foundations, enabling development to be guided by its own needs and avoiding vendor lock-in. This required strong expertise in coordinating development.
New skills were also needed to establish agile development practices and related processes. Value-chain thinking was entirely new at NLS, and learning change management models required sufficient time. New technologies were also adopted.
Changes in operating practices are needed
It was not just the system that was renewed; the development model was transformed, too. Development needs were broken down into small components and implemented using agile methods.
“Key users were able to test new features after each sprint,” Ilves describes.
Learning was also required in how to operate within an open-source community. Adopting a community-led approach is not always straightforward in public administration, but progress is being made. The goal has been to make useful features available to everyone and to ensure that core technologies continue to be available in the future.
“We’ve made progress, but there is still much to learn and develop both within NLS and with external stakeholders,” Ilves reflects. NLS has already significantly increased collaboration with various organisations and gained new expertise through the open-source community.
