Introduction to the GIO Training © M S GIS & Mapping, 2000.

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

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


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


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


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


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


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


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


To remember – from key word in a strategy to the activity level


Key word

Meaning

Objective

Sub objective

Activity

Volume

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

Mandatory Outlines – Why and How?


Many users

Systems integration

Enterprise wide and joint data

Joint data storage

Shared context concerning terms, definitions, attributes etc.

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

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


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


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.

Who are the Presumable Members of a GIS Network?


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


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


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


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


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


STRATEGY

INVESTM.

CALCULA-TION

PROJECT

COST/BE-NEFIT

ANALYSIS

ACTION

PLAN

General

view

Project management


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


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


Balanced Scorecard

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

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

Introduction to the GIO Training © M S GIS & Mapping, 2000.

Documents

Transcript of Introduction to the GIO Training © M S GIS & Mapping, 2000.