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10 Things I Hate About You: The 10 Worst Mistakes In GIS Project History Jeff Meyers Miner & Miner.

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Presentation on theme: "10 Things I Hate About You: The 10 Worst Mistakes In GIS Project History Jeff Meyers Miner & Miner."— Presentation transcript:

1 10 Things I Hate About You: The 10 Worst Mistakes In GIS Project History Jeff Meyers Miner & Miner

2 10 Things I Hate About You  Introduction/Overview On Why It Ought To Be Easier, But Isn’t  The Top 10 The Critical Failure Factors  The Missing Things Some Things You Might Have Expected

3 On Why It Ought To Be Easier, But Isn’t …  GIS Implementation Has A Lousy Track Record (But Not As Bad As Some)  Common sense tells us that there ought to be a way … … For GIS Project delivery to be more consistent … For GIS project delivery to be more predictable  Books Have Been Written About This Stuff … … And Some Are Even Useful

4 On Why …  Why Isn’t There a One-Size-Fits-All Methodology?  Factors That Agitate Against Consistent Delivery: 1. Legacy Technology 2. New Technology 3. Culture 4. Mergers and Acquisitions 5. Restructuring

5 On Why …  We Are Pretty Satisfied That There Isn’t Just One Way To Do It  But … There Are Several Ways Not To Do It

6 Reason No. 10:  Today’s GIS World is a Technical One  Is It Getting Any Easier?  The User Experience -- Yes  Applications and Database Admin -- No  Signs of Possible Trouble:  You Say: ‘Enterprise GIS’ They Say: ‘It’s Just Mapping’  DBA(s) Let You Know That They’re Available, Just Not Right Now  Not Having Enough IT Support

7 Reason No. 10:  What To Do About Not Enough IT Support  You (Probably) Don’t Need a Huge Team  Enterprise GIS Works Best When There’s a Balance Between IT Standards and Business Needs  Understanding the Business Case  IT Involvement From The Start  On-Going Commitment

8 Reason No. 9:  Seems Counter-Intuitive, Doesn’t It?  The Occasional Conflict Between IT Constraints and Business Needs  Can Affect Timing of Deliverables  On-Going Release Cycles  Having Too Much IT Support

9 Reason No. 9:  What To Do About Too Much IT Support  Someone Once Said: “Enterprise GIS Works Best When There’s a Balance Between IT Standards and Business Needs”  Understanding the Business Case  Flexibility to Serve the Business First  Early Engagement By the Core Team

10 Reason No. 8:  An Implementation Entirely Dependent On a Single Technical Resource  It Happens More Often Than You Think  Fortunately For Us Most Gurus Are Dedicated and Hard-Working Professionals  But, Beware of Accidents  Illness  Recruiting  Bad Luck  Failed ‘The Bus Test’

11 Reason No. 8:  What To Do About ‘The Bus Test’  Don’t Put All Your Eggheads In One Basket  Emphasize Training  Internal Seminars  Brown Bags  Programmers Like Growth

12 Reason No. 7:  That You Need A Champion is Not Exactly A Secret  The Truth Is …  The Champion Nearly Always Exists, But  They Might Not Have Enough Clout in the Organization  Lacked a Sponsor (At a High Enough Level)

13 Reason No. 7:  What To Do About Lack of a Sponsor (At a High Enough Level)  Examine the Real Requirements  Organizational Role And/or Personal Relationships to  Keep Management Peers Hitched When Going Gets Rough  Coach/Coerce the Core Team to Stay on Track  Look For Key Candidates Up the Chain  Be Open Within the Core Team

14 Reason No. 6:  So Much Has Been Written and Said …  A Good PM Has  In-Depth Knowledge of Content  Mastery of Management Science  40 Years Experience  Relate Well To Young Programmers  Defining the PM Role In Superstar Terms May Not Helpful  Had a Poor Project Manager

15 Reason No. 6:  What To Do About a Poor Project Manager  It Might Not Be Time to Hit the Parachute  The 4 Most Important Characteristics 1.An Understanding of the Company Culture 2.A Clear View of the Business Drivers 3.The Support of Boss and Teammates 4.An Methodology That Works  Supporting Those Is the Shortest Path  Remember: Many/Most Good PMs are Plodders

16 Reason No. 5:  The Author Now Appears to Reverse His Field …  The Roadmap Can Make All The Difference  A Proven Set of Tasks  Adjusted to Local Conditions  Of Course, We Can Take It Too Far  It Is Truly Amazing How Many Projects Don’t Have One  Had a Poor Methodology, or None

17 Reason No. 5:  First of All: It is Never Too Late 1.Find the Resource That Will Work For You 2.Identify Your Present Coordinates 3.Socialize the Crew 4.Stick to It  What To Do About a Poor Methodology

18 Reason No. 4:  Your Boss is In a Hurry  She Doesn’t Really Want GIS  Tremendous Pressure Deliver (Or to Say You’ll Deliver) In A Very Short Time  Leading To  Taking the Shine of Some Good Work  (Occasionally) D & D  Had Unrealistic Schedule Expectations

19 Reason No. 4:  What To Do About Unrealistic Schedule Expectations  Don’t Go For the Big Bang (If You Can Help It)  Try To Give ‘Em What They Want, In Chunks 1.Pick 1 Substantial Piece of the Business Problem 2.Call That a Delivery and Name It - Define the Critical Functions - Add a Few Nicetas 3.Estimate the Schedule (BACAP) 4.If It Looks Like You’ll Be Late, Let Go of a Niceta or 2.

20 Reason No. 3:  This Is the Hardest Thing  Release Cycles Are Measured In Months, Not Years  Faster Than Your Absorption Rate  Disruptive to Test and Acceptance  Waiting for a Critical Piece of Functionality, vs Building It  Didn’t Plan For Technology Change

21 Reason No. 3:  What To Do About a Plan For Technology Change  This Is the Hardest Thing  Get Involved/Find Out Things 1.Attend Your User Group 2.Participate in Production Direction Discussions 3.Offer Advice/Suggestions  Use the Incremental Delivery Strategy

22 Reason No. 2:  Your Vendor/Implementer Can Do a Lot  There are Some Things That You Should Do for Yourself  The Turn-Key Syndrome  But What If It’s Your First Car?  Didn’t/Wouldn’t/Couldn’t Take Internal Ownership

23 Reason No. 2:  What To Do About Taking Internal Ownership  Mostly, It’s a Matter of Expectations and Planning  Define Your Core Team  Think About the Lifecycle: What Will Your Needs Be  During Data Acceptance?  During Training?  Right After Deployment?  Look For Heroes

24 Reason No. 1:  Whatever the Cause(s), It Can Lead to Disaster  Had Unrealistic Scope Expectations, Or None  Maybe It’s The Vendors Fault  Maybe It’s Management Enthusiasm  Maybe It’s Internal (Scope Creep)  Core Teams That Are Their Own Worst Enemy

25 Reason No. 1:  What To Do About Unrealistic Scope Expectations  All Previous Suggestions Apply  Use The Incremental Delivery Strategy 1.Get Everyone Used to Thinking of It As a Process, Not an Event 2.Make It Work, Make It Right, Make It Better 3.When It’s Hard to Say ‘No’, Say ‘Yes, But Not in This Delivery’  Remember Selective Hearing

26 Some Things You Thought Were Missing … … Like Unrealistic Budget Expectations … Or Poor Change Manage- ment … Or Selecting the Wrong Technology

27 Last Thoughts On The Top Didn’t Have Enough IT Support 9.Had Too Much IT Support 8.Failed ‘the Bus’ Test 7.Lacked a Sponsor (at a High- enough Level) 6.Had a Poor Project Manager 5.Had a Poor Methodology, or None 4.Had Unrealistic Schedule Expectations 3.Didn’t Plan for Technology Change 2.Didn’t/couldn’t/wouldn’t Take Internal Ownership 1.Had Unrealistic Scope Expectations Avoiding This It’s A Nice Thought, Anyway


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