Presentation is loading. Please wait.

Presentation is loading. Please wait.

Copyright ESRI© 2006 GIS vs. The Organization Carmi Neiger ESRI-Chicago.

Similar presentations

Presentation on theme: "Copyright ESRI© 2006 GIS vs. The Organization Carmi Neiger ESRI-Chicago."— Presentation transcript:

1 Copyright ESRI© 2006 GIS vs. The Organization Carmi Neiger ESRI-Chicago

2 Copyright ESRI© 2006 Part 1 The Organization Mapping the organizational landscape Or, what you don’t know can hurt you

3 Copyright ESRI© 2006 3 Carmi’s Law Technology is always ahead of the organization’s ability to use it effectively. Here’s Why …

4 Copyright ESRI© 2006 4 Info. Systems Management Line Operations The Bermuda Triangle

5 Copyright ESRI© 2006 5 Organizational environment Understand the organizational structure – Obtain a formal organization chart – Know the informal power structure – Learn about budgeting/procurement/ approval processes – Historical milestones This is basic and essential knowledge

6 Copyright ESRI© 2006 6 What are the Roles? Identify the players – Non-technical GIS “champion” – Key GIS implementer – Department heads & personnel – Participating – Non-participating – Information Systems – Finance – Outside consultants

7 Copyright ESRI© 2006 7 Background radiation Departmental issues – Inter-departmental competition – Historical rivalry/enmity – Prestige – Community recognition – Resources – Show me the money!

8 Copyright ESRI© 2006 8 Background radiation Intra-departmental issues – Intransigent “Old Guard” – Not invented here – The Peter Principle – Parkinson’s Law – Employee rivalries – Personal conflicts

9 Copyright ESRI© 2006 9 Situation Assessment SWOT analysis – S trengths – W eaknesses – O pportunities – T hreats Strategic issues Tactical issues

10 Copyright ESRI© 2006 10 SWOT Analysis Strengths, for example – Good network infrastructure – Reliable, usable existing data – Technology-friendly executive management – Progressive IS department

11 Copyright ESRI© 2006 11 SWOT Analysis Weaknesses, for example – Poor IS infrastructure – Little usable data – History of unsuccessful technology decisions – High employee and/or management turnover

12 Copyright ESRI© 2006 12 SWOT Analysis Opportunities, for example – Good pilot project candidate – Data-sharing agreement – Organization-wide technology upgrade – “Photo ops”

13 Copyright ESRI© 2006 13 SWOT Analysis Threats, for example – Budget shortfalls – Hardware crises – Management/staff turnover – Outside consultants

14 Copyright ESRI© 2006 Part 2 Making an Impact Using the organization to get the job done Or, illigitimi non carborundum

15 Copyright ESRI© 2006 15 Making GIS work GIS as Meta-profession GIS program management Setting expectations Map production Working with a coach Things to avoid GIS Entrepreneurship

16 Copyright ESRI© 2006 16 GIS as Meta-Profession What does Meta mean?

17 Copyright ESRI© 2006 17 GIS as Meta-Profession In computer science, a common prefix that means "about". So, for example, metadata is data that describes other data (data about data). A metalanguage is a language used to describe other languages. A metafile is a file that contains other files. The HTML META tag is used to describe the contents of a Web sciencemetadataHTMLWeb page What does Meta mean?

18 Copyright ESRI© 2006 18 GIS as Meta-Profession GIS can be seen as profession “about” other professions Bringing spatial-analytical skill set to multiple areas of endeavor Raise awareness of spatial aspects and components of problem-solving and decision-making

19 Copyright ESRI© 2006 19 GIS as Meta-Profession Like IT, GIS is a horizontal set of applications – Serves multiple departments/divisions – Spatial tools are not subject matter specific – Support can be centralized

20 Copyright ESRI© 2006 20 GIS as Meta-Profession Unlike IT, GIS is a vertical set of job skills – Requires understanding of multiple business processes – Support departmental (vertical) business processes – Custom application development – Technology transfer (e.g., training) – Task execution – Develop support resources within departments

21 Copyright ESRI© 2006 21 GIS Program Management Two-tier structure is useful – Policy Committee – Technical Committee Executive-level buy-in Maintains link between projects and funding sources

22 Copyright ESRI© 2006 22 GIS Program Management Policy Committee – Membership – GIS manager – Board representatives – Department heads – IS director – Quarterly MRB meetings (Management Review Board)

23 Copyright ESRI© 2006 23 GIS Program Management Technical Committee – Membership – GIS Manager – GIS staff – Departmental liaisons – IS representative – Outside consultant (if appropriate) – Monthly meetings Sets agenda for Policy Committee

24 Copyright ESRI© 2006 24 GIS Program Management Role of Information Systems – Best ally or worst enemy – Define areas of responsibility – Ownership vs. stewardship – Hardware and network resources – Data – Non-GIS operations support systems – Obtain executive-level concurrence

25 Copyright ESRI© 2006 25 GIS Program Management Inter-governmental data sharing agreements – Official vehicle for data sharing – Establish and enforce standards – Incentive for GIS program development – Raises visibility of GIS efforts

26 Copyright ESRI© 2006 26 Setting Expectations Be a team player – Departmental outreach – How can you help your manager succeed? – Respect your predecessors – Be predictable

27 Copyright ESRI© 2006 27 Setting Expectations Do first what you can succeed at – “Friendly” project – Limited (short) duration – Good visibility – Budget-conscious

28 Copyright ESRI© 2006 28 Map Production List of maps currently being used Assessment of available data – Timeliness – Accuracy – Format compatibility Planning map production – Revision schedule determined by departments – Wish lists – Prototyping Drew’s rule: “All maps, all the time.”

29 Copyright ESRI© 2006 29 Working with a Coach GIS cannot succeed without strong executive sponsorship Mid- or upper-level manager – Credibility – Seniority – Clout – Commitment

30 Copyright ESRI© 2006 30 Working with a Coach In the “power curve” Organizational vision Personal goals aligned with organi- zational goals Multiple coaches?

31 Copyright ESRI© 2006 31 Things to avoid Data collection – Zeno’s paradox Techno-superiority/techno-secrecy Disrespecting your audience Don’t be a casualty of: – Inter-departmental crossfire – Unrealistic project goals – Your own ambition

32 Copyright ESRI© 2006 32 Things to avoid Shortchanging professional development Ivory tower syndrome Complacency

33 Copyright ESRI© 2006 33 GIS Entrepreneurship Entrepreneurship: The assumption of risk and responsibility in designing and implementing a business strategy or starting a business.

34 Copyright ESRI© 2006 34 GIS Entrepreneurship Entrepreneurship: The assumption of risk and responsibility in designing and implementing a business strategy or starting a business.

35 Copyright ESRI© 2006 35 GIS Entrepreneurship RISK: Consequences of failure to meet expectations – Letting down colleagues – Letting down manager – Failure to grow GIS – Sidetrack career development – Losing your job

36 Copyright ESRI© 2006 36 GIS Entrepreneurship Entrepreneurship: The assumption of risk and responsibility in designing and implementing a business strategy or starting a business.

37 Copyright ESRI© 2006 37 GIS Entrepreneurship RESPONSIBILITY: Whose job is it to get it done? – “It’s your thing, do what you wanna do” – The Isley Brothers – You’re the boss, so act like it – Ownership – Failure is mine, success is ours

38 Copyright ESRI© 2006 38 GIS Entrepreneurship Entrepreneurship: The assumption of risk and responsibility in designing and implementing a business strategy or starting a business.

39 Copyright ESRI© 2006 39 GIS Entrepreneurship DESIGNING: “He’s the man with a plan” – Stevie Wonder – Preparation=perspiration – The time spent planning is far less than time spent fixing mistakes – Enfranchise stakeholders in planning process – Give them a vote, not a veto – Keep them in the loop

40 Copyright ESRI© 2006 40 GIS Entrepreneurship Entrepreneurship: The assumption of risk and responsibility in designing and implementing a business strategy or starting a business.

41 Copyright ESRI© 2006 41 GIS Entrepreneurship IMPLEMENTING: “Make it so, Number One!” – Captain Jean-Luc Picard – Focus – Just Do It – Overcoming obstacles – It is more important to act like a manager than to be one

42 Copyright ESRI© 2006 42 Bob Weir’s wisdom Some folks look for answers, Some folks look for fights Which are You?

43 Copyright ESRI© 2006 43 GIS Entrepreneurship Books for GIS Entrepreneurs – Thinking about GIS: Geographic Information System Planning for Managers by Roger Tomlinson – Selling the Invisible: A Field Guide to Modern Marketing by Harry Beckwith – "I Wish I'd Said That!": How to Talk Your Way Out of Trouble and Into Success by Linda MacCallister

44 Copyright ESRI© 2006 44 Why you do GIS $Cost savings from operational efficiencies  Promote data sharing and reduce data redundancy  Enhanced capabilities & new applications  Enhanced communication  Facilitate better decision-making Save the World!

Download ppt "Copyright ESRI© 2006 GIS vs. The Organization Carmi Neiger ESRI-Chicago."

Similar presentations

Ads by Google