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Introduction to the GIO
Training
© M S GIS & Mapping, 2000
Planning for GIS
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
© M S GIS & Mapping, 2000
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
The pre study
Start
Risks
Responsibilities
State of
the art
Outlines
Ideas about
GIS
Action
plan
The main study
© M S GIS & Mapping, 2000
Vision
Feed
back
Choices
Finish
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 Basics
Action 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
Key word
Meaning
Objective
Sub objective
Activity
Volume
© M S GIS & Mapping, 2000
Why this procedure?
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
© M S GIS & Mapping, 2000
Mandatory Outlines –
Why and How?
Many users
Systems integration
Enterprise wide and joint data
Joint data storage
Shared context concerning terms, definitions, attributes etc.
© M S GIS & Mapping, 2000
Acceptance Processes
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
© M S GIS & Mapping, 2000
Relations Between Action Plan, Activity
Program and Project Schedule …
Action plan
Act. 2
Act. 1
Act. 2a-d
Act. 3
Project specific
-management tool
- detailed
- not periodical
Act. 3a-f
Act. 1a-g
Act.3d1-d5
Jan – June
Activity timetable (Project schedule)
July – Dec
© M S GIS & Mapping, 2000
Jan - June
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?
• 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.
© M S GIS & Mapping, 2000
Who are the Presumable Members of a
GIS Network?
The GIO + GIS specialists
Analysis & Data editing
Simple analysis &
presentation
GIS browsing
© M S GIS & Mapping, 2000
The GIS
Network
How to Utilise a 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
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
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
© M S GIS & Mapping
Why Conceptual Analysis?
•
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
Concepts and the Real World
”The Perception Triangle”
Perceptions,
Ideas about the real world
The Conceptual World
The Percepted World
Is used to
communicate about
Symbols for our
perception about
the real world
Gives
Corresponds to
'Dator', 'Computer', .....
Communicating the World
Source: Astrakan (1997)
Entities in
The real world
The Real World
An Activity Analysis as a Component in
Implementing GIS – the Process Cycle
Activity Description  Activity Analysis
Activity Model
Information Model
Requirements
Specification
Data Base Design
Specification
Development activities
© M S GIS & Mapping
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
GIS Economy Tools
General
view
STRATEGY
ACTION
INVESTM.
CALCULATION
COST/BENEFIT
ANALYSIS
PROJECT
PLAN
Project
management
Source: Eken & Arken, 2000
Costs – Examples – The IT-man
Skills
Availablity
Time, Training
Information
services
Commitment and
ethics
Data aquisition
Data code,
Standards
Development
Maintenance
Analysis
Training, Time
SOPs Standards.
Management Time.
Technical infrastructure
Maintenance of HW and
SW
Source: Eken & Arken, 2000
Balanced Scorecard
Financial
Cheaper services
Lower costs/task
Large returns on
investments
Co-operating partners
Co-operation between
sectors
New types of networks
are created
Stimulates multi-sectorial
co-operation
Facilitates parallel
working processes
Individuals & companies
More refined products
Better service
Greater participation
Fewer misunderstandings
Source: Eken & Arken, 2000
Strategic
Competitive advantages
Better marketing
Better environment
Better utililisation
of resources
Goal
&
Strategy
Internal perspective
More reliable information
More effective working
routines
Better working environment
More stimulating work
More flexible work
Renewal & development
Better working methods
Updates competence
Facilitates work with new
tasks
The Responsibility of the Project
Management Concerning
Project Economy
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
© M S GIS & Mapping, 2000
Economic Pitfalls
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
© M S GIS & Mapping, 2000