Utah officials were able to integrate communications among agencies with existing and disparate systems, including records management systems (RMS), computer-aided dispatch (CAD), and global positioning systems (GPS). For the purposes of the project, "interoperability" was defined as "the ability to communicate and coordinate incidents cross-jurisdictionally with multiple departments in real time and the capability to share authorized data in text and graphical views from disparate CAD, RMS, GPS, and other data systems on a one-to-one or one-to-many basis as critical events unfold." The three problems addressed in the process of achieving such interoperability were organizational resistance to change, excessive costs of technology and overhauls, and the lack of sustained momentum because of the complexity and size of the projects. Resistance to change was addressed by creating a strong team of key public safety professionals who were given the authority to drive the project. The team discussed concerns with all parties involved at all levels of the project. Briefings and training were provided to all essential personnel. The problems of cost and complexity were addressed by tailoring technology solutions to specific requirements, so that purchases did not go beyond what was required to achieve defined objectives. Momentum was sustained by planning and implementing the project in phases, so progress could be observed over relatively short periods. Utah officials initially chose to implement a simple interface that provided basic data sharing among a few departments. This proved the viability of the interoperable model and produced a small-scale success story. This generated momentum and excitement for the expansion of the project.