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Introduction to the GIO Training © M S GIS & Mapping, 2000.
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Transcript of Introduction to the GIO Training © M S GIS & Mapping, 2000.
Planning for GIS
© M S GIS & Mapping, 2000
To create a GIS Strategy and get it accepted
From GIS Strategy to action plan and activity program
The human GIS network – how and why
Activity Description / Analysis as the Initial Stages of a GIS Development Process
GIS Economy
To create a GIS Strategy and get it accepted
• The Importance of a GIS Strategy
• Motives for and Contents of a GIS Strategy
• To Create and Establish a GIS Strategy – Methods and Mechanisms
• The Role of the Top Management
• A Geographic Information Officer – Position and Tasks
© M S GIS & Mapping, 2000
The Importance of a GIS Strategy
Utilising GIS = Supportive to organisational development processes
Utilising GIS = Supportive to the use of the information as a strategic asset within the organisation
A GIS strategy is a strategic document for an organisation – affects all departments, all co-operation and co-ordination processes within the organisation as well as external information flows
© M S GIS & Mapping, 2000
Create and Establish a GIS Strategy - Methods and Mechanisms
Some basic advice
• Ensure support from the top management
• Identify those who are dealing with GIS within the organisation – involve them in the project group
• Create a project group with representatives from many departments – this is not an IT issue
© M S GIS & Mapping, 2000
Create and Establish a GIS Strategy – Methods and Mechanisms
Use the Strategic Tools
Start State of Ideas about Vision Choices the art GIS
Risks Respon- Out- Action Feed Finish sibilities lines plan back
© M S GIS & Mapping, 2000
The main study
The pre study
From GIS Strategy to Action Plan and Activity Program
• Analysing the GIS Strategy – Key words/ key sentences
• To transform key words/ key sentences into activities
• To frame objectives and describe methods
• Mandatory outlines – how and when
• Acceptance processes
• The activity timetable – a management tool
• To link the planning and management tools together
© M S GIS & Mapping, 2000
Some BasicsAction Plan - 2 – 3 years
• Long time planning within the organisation
• Budget planning – funding discussions
• Verify implementation of a GIS strategy/doctrine/vision
• ’Major activities’ > 1 month calendar time
Activity Program - 1 year • Planning and management document
• The management tool for the GIO
• Basic material for periodical reports
• 2 weeks – 1 month calendar time
© M S GIS & Mapping, 2000
Some Basics(cont’d.)
Activity Timetable (Project schedule)
• Project dependent
• Not periodical
• All activities > 1 working week or > 500 USD
• The management tool for a project manager
© M S GIS & Mapping, 2000
To remember – from key word in a strategy to the activity level
© M S GIS & Mapping, 2000
Key word
Meaning
Objective
Sub objective
Activity
Volume
Why this procedure?
© M S GIS & Mapping, 2000
Source material for the activity program and project schedule
Source material for budget planning and project feed-back
A check list – not forgetting any important component – reliability, confidence
Cost by effect – or – Effect by cost – Return to the doctrine/strategy/vision – Responsibility with the top management
Mandatory Outlines – Why and How?
© M S GIS & Mapping, 2000
Many users
Systems integration
Enterprise wide and joint data
Joint data storage
Shared context concerning terms, definitions, attributes etc.
Acceptance Processes
© M S GIS & Mapping, 2000
Implementing GIS means - changing work flow
- needs for new skills
- changed internal organisation
- needs for new priorities
Threat versus options
On time schedule
Avoid rumours
Repeated training and information
Action plan
Act. 1Act. 2 Act. 3
Jan – June July – Dec Jan - June
Act. 2a-d
Act. 1a-g
Act. 3a-f
Act.3d1-d5 Activity timetable (Project schedule)
Project specific-management tool- detailed- not periodical
© M S GIS & Mapping, 2000
Relations Between Action Plan, Activity Program and Project Schedule …
The Human GIS network – How and Why?
• What is a GIS Network
• Who are the presumable members of a GIS Network
• The GIS Network – established how and when
• How to utilise a GIS Network within the organisation
• Knowledge enhancement within a GIS Network
• Information dissemination within a GIS Network
© M S GIS & Mapping, 2000
What is a GIS Network?
© M S GIS & Mapping, 2000
• A human network consisting of individuals with comprehensive GIS skills within an organisation – recognised by the top management.
• A support resource for the GIS end users within the organisation.
• An information forum concerning development aspects on GIS.
• One way of encouraging personal development for improved tasks and responsibilities in the job.
• The professional GIS staff for the top management.
Who are the Presumable Members of a GIS Network?
© M S GIS & Mapping, 2000
The GIO + GIS specialists
Analysis & Data editing
Simple analysis & presentation
GIS browsing
The GIS Network
Major activities for the network (sample)
• Create or revise the GIS Strategy
• A new three year action plan
• Comprehensive training activities
• Implementation of a new SW platform
• Implementation of a meta data concept
• Monitor the development within the GIS area
© M S GIS & Mapping, 2000
How to Utilise a GIS Network?
Motives for the organisation to have a network
• Enforce the total level of GIS skills within the network
• Available option for relevant knowledge support in every situation
• Reduce the needs for external concultancy support for major activities
• The members of the GIS network feel themselves wanted and that their skills are used and appreciated – they do a better job
• Better monitoring GIS activities in the surrounding world – cost reductions for the own organisation
© M S GIS & Mapping, 2000
How to Utilise a GIS Network?
Activity Description/ Analysis as the Initital Stage of a GIS Development
Process
• Activity description and activity analysis – What and Why
• An activity analysis as a component in implementing GIS – the process chain
• Activity modelling and conceptual modelling
© M S GIS & Mapping
Activity Description and Activity Analysis – What and Why
© M S GIS & Mapping
A distinct and corporate image of the activity concerned
Facilitate dialogue and information exchange
Create a base for information management and development
Facilitate cooperation and participation without demands for GIS skills
Enhance the prerequisites to get GIS operational
• Participation possible without need for GIS skills
• Bottomline for information management
• Bottomline for data base design activities
• Bottomline for design of more flexible IT-systems
• Systematic – instead of ”trial and error”
• Base for activity and work flow development
Source: Eken & Arken, 2000
Why Conceptual Analysis?
Source: Astrakan (1997)
”The Perception Triangle”
The Conceptual WorldThe Percepted World
Communicating the World
Entities in The real world
The Real World
Corresponds to
Perceptions,Ideas about the real world
Symbols for ourperception aboutthe real world
'Dator', 'Computer', .....
Is used to communicate about Gives
Concepts and the Real World
An Activity Analysis as a Component in Implementing GIS – the Process Cycle
© M S GIS & Mapping
Activity Description Activity Analysis
Activity Model Information Model
Requirements Data Base Design Specification Specification
Development activities
GIS Economy
• Economic Tools when Implementing GIS
• Basic Aspects on Investment Calculations
• Balanced Scorecard – One Tool for Cost/Benefit Analysis
• The Responsibility of the Project Management Concerning Project Economy
• Economic Pitfalls
© M S GIS & Mapping, 2000
STRATEGY
INVESTM.
CALCULA-TION
PROJECT
COST/BE-NEFIT
ANALYSIS
ACTION
PLAN
General
view
Project management
Source: Eken & Arken, 2000
GIS Economy Tools
Skills
Commitment and ethics
Availablity
Technical infrastructure
Information services
SOPs
TrainingTime,
Development
Training, Time
Data aquisitionData code, Standards
Standards.
Analysis
Maintenance of HW and SW
Management Time.
Maintenance
Source: Eken & Arken, 2000
Costs – Examples – The IT-man
FinancialCheaper services Lower costs/taskLarge returns on investments
StrategicCompetitive advantagesBetter marketingBetter environmentBetter utililisationof resources
Co-operating partnersCo-operation betweensectorsNew types of networks are createdStimulates multi-sectorialco-operationFacilitates parallelworking processes
Individuals & companiesMore refined products Better service Greater participationFewer misunderstandings
Renewal & developmentBetter working methodsUpdates competenceFacilitates work with new tasks
Goal&
Strategy
Internal perspectiveMore reliable information More effective workingroutinesBetter working environmentMore stimulating workMore flexible work
Source: Eken & Arken, 2000
Balanced Scorecard
The Responsibility of the Project Management Concerning
Project Economy
© M S GIS & Mapping, 2000
Long time obligations to be considered
Calculation uncertainties occur – take care of
Reports – regular, on site reports
Keep the planned budget
Agreement with ’the customer’- functionality, cost, time
Economic Pitfalls
© M S GIS & Mapping, 2000
Unclear responsibilities
Continuos interference from the customer about changed (increased) functionality
Poor activity timetable (project schedule)
Poor requirements specification due to bad work flow description and analysis
Poor RFQs for development activities