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Introduction to the GIO Training

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

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Introduction to the GIO Training

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

  2. Planning for GIS To createa 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

  3. 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

  4. 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

  5. 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

  6. 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 pre study The main study © M S GIS & Mapping, 2000

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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

  12. Mandatory Outlines – Why and How? Many users Systems integration Enterprisewide and joint data Joint data storage Shared context concerning terms, definitions, attributes etc. © M S GIS & Mapping, 2000

  13. 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

  14. Relations Between Action Plan, Activity Program and Project Schedule … Action plan Act. 2 Act. 3 Act. 1 Project specific -management tool - detailed - not periodical Act. 2a-d Act. 3a-f Act. 1a-g Act.3d1-d5 Activity timetable (Project schedule) Jan – June July – Dec Jan - June © M S GIS & Mapping, 2000

  15. 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

  16. 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

  17. Who are the Presumable Members of a GIS Network? The GIO + GIS specialists The GIS Network Analysis & Data editing Simple analysis & presentation GIS browsing © M S GIS & Mapping, 2000

  18. 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

  19. 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

  20. 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

  21. 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

  22. 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

  23. Perceptions, Ideas about the real world The Conceptual World The Percepted World Is used to Gives communicate about Entities in Symbols for our The real world perception about the real world 'Dator', 'Computer', ..... Concepts and the Real World ”The Perception Triangle” Corresponds to The Real World Communicating the World Source: Astrakan (1997)

  24. 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 © M S GIS & Mapping

  25. 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

  26. GIS Economy Tools General view INVESTM. CALCULA-TION COST/BE-NEFIT ANALYSIS STRATEGY PROJECT ACTION PLAN Project management Source: Eken & Arken, 2000

  27. Costs – Examples – The IT-man Skills Time, Training Information services Development Availablity Maintenance Commitment and ethics Analysis Data aquisition Data code, Standards Training, Time SOPs Standards. Management Time. Technical infrastructure Maintenance of HW and SW Source: Eken & Arken, 2000

  28. Balanced Scorecard Source: Eken & Arken, 2000

  29. 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

  30. 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

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