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 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 © 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. 1 Act. 2Act. 3 Jan – June July – DecJan - 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 World The Percepted World Communicating the World Entities in The real world The Real World Corresponds to Perceptions, Ideas about the real world Symbols for our perception about the 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 aquisition Data code, Standards Standards. Analysis Maintenance of HW and SW Management Time. Maintenance Source: Eken & Arken, 2000 Costs – Examples – The IT-man

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