PLANNING FOR THE USE OF GIS SYSTEMS
AND ITS EFFECT ON AN ORGANIZATION
INTRODUCTION
The adoption of technological innovations such as GIS is not always a
straightforward process. The adoption of GIS into an organization
introduces fundamental change into the organization in its
thinking about data.
A needs assessment is the first major step in implementing a
successful GIS within an organization.
A needs assessment is a systematic look at how departments function
and the spatial data needed to do their work.
Conducting a GIS needs assessment:
•fosters cooperation and enhanced communication among
departments by working together on a common technology and
new set of tools
•activity itself serves as a learning tool where potential users in
each participating department learns about GIS.
KEY QUESTIONS
The proper implementation of a GIS does require a mind shift regarding
organizational work flows, processes and data collection methods and ICT
procedures. Answer the following questions:
What do we want to achieve with GIS?
Where and how do we want to employ GIS in the organizational
structure?
What kind of data do we want to populate the GIS with?
Where do we find this data?
What kind of data analysis do we want to do?
Where will we store this data?
Who will take responsibility for the GIS and who will be the data
custodian?
What kind of census and survey methodology do we want to
employ?
What does our users expect from us?
What kind of dissemination do we want to do?
Who will carry the purse?
MANAGEMENT STRATEGIES AND ISSUES
One has to prepare for the effect a properly implemented GIS has on
your organization. For organizations that utilized a single department's
capabilities of providing data, a GIS can become the driving force that
ties your organization together.
Where as in the past departments worked autonomously, GIS utilizes
the information and capabilities of each department, combining
these resources to develop a more detailed and reliable information
than ever before. But increased capability carries with it greater
management challenges...
An important role for any manager is to build a bridge between policy
makers, their goals, and the technical staff. In the context of a GIS,
managers must have a strategic approach for implementing GIS. And
the implementation should reflect the importance of existing
organizational elements.
KEY MANAGEMENT ISSUES
Unify your organization
Elicit interest, understanding, and support for a GIS from your
organization's various departments. It is management that ultimately
is responsible for successful implementation.
Know your environment
Each department is likely to have a different approach to managing
their information. Because a GIS combines all information, managers
must work closely with existing information structures.
Knowing your organizations needs, constraints and operating
environment is important when enhancing the management of
information for your organization.
Expect and prepare for change
GIS will change your organization's structure. Be open to new
relationships and structures. Also, be prepared for conflict as tensions
between departments can quickly develop.
Create an environment of trust and openness, encouraging the different
groups to work together, not against the common goal.
KEY MANAGEMENT ISSUES
Delegate authority
Encourage the flow of information by giving departments the authority
to manage their own information systems based on the unit of work
and the actual flow of information.
Know who's who -- basic organization
Understand the different perspectives and responsibilities for your
organization:
executives -- high-level, visible, but distanced from
operations. executives have a broad vision.
service providers -- service oriented, no influence over users and
managers, familiar with all departments.
department heads -- responsible for the day-to-day operations,
maintain budgets, and have a lack of organization-wide perspective.
the gis management must be able to organize, develop, and nurture the
relationships between these basic levels of an organization.
Keep the primary applications in focus
Make sure that the organization's primary application drives the
GIS. The needs assessment will have clearly identified the priority
application.
KEY MANAGEMENT ISSUES
Follow your development plan
A good development / implementation plan establishes a clear
set of tasks and responsibilities. Breaking these down into
identifiable and manageable steps will keep your GIS on
course.
The plan also works as a performance indicator that can be used
to triumph your process or inform you of failures to correct.
CURRENT OPTIONS AND SOFTWARE ASSESSMENT
Always the first question
The number of GIS software offerings is approximately 10 if one
eliminates the following :
•the university based research software, which tends to lack full
integration and usually has narrow channels of functionality;
•the CAD vendors, who like to use GIS jargon but often cannot
provide full featured functionality;
•And the consulting firms, that will provide or customize selected
modules for a GIS but lack a complete product.
One of the problems in evaluating the functionality of GIS software is
the bias one gets from using one system or another. Comparing similar
functions between systems is often confusing. Like any software,
ultimately some do particular tasks better than others, and also some
lack functionality compared to others.
Due mostly to this diverse range of different architectures and
the complex nature of spatial analysis no standard evaluation
technique or method has been established to date.
CURRENT OPTIONS AND SOFTWARE ASSESSMENT
Any GIS should be evaluated strictly in terms of the potential
user's needs and requirements in consideration of their work
procedures, production requirements, and organizational
context!
The experienced GIS consultant can play a large and valuable
role in the assessment process.
Development of the benchmark user needs should include a
consideration of other roles within your organization that may
require integration with the GIS technology.
JUSTIFICATION AND EXPECTATIONS
GIS is a long term investment that matures over time. The
turnaround for results may be longer term than initially
expected. Quite simply, GIS has a steep learning curve. The
realization of positive results and benefits will be not achieved
overnight.
Both initial investment funding and continued financial
support are major determinants in the success or failure of a
GIS.
Most often the justification and acquisition of a GIS centers on
technical issues of computer hardware and software,
functional requirements, and performance standards. But
experience has shown that, as important as these issues may
be, they are not the ones that in the end determine whether a
GIS implementation will succeed or not.
JUSTIFICATION AND EXPECTATIONS
A GIS implementation plan must address the following technical,
financial, and institutional considerations :
•system acquisition tactics and costs;
•data requirements and costs;
•database design;
•initial data loading requirements and costs;
•system installation tactics, timetable, and costs;
•system life cycle and replacement costs;
•day-to-day operating procedures and costs;
•staffing requirements and costs;
•user training and costs;
•And application development and costs.
JUSTIFICATION AND EXPECTATIONS
Potential GIS buyers should be aware of the necessary investment
required in hardware, software, training, supplies, and staffing.
Certain considerations of data longevity, data capture, personnel hiring,
etc. are the practical concerns of GIS implementation.
The longer term implications, such as hardware/software
maintenance and replacement, should also be considered.
The acquisition of GIS technology should not be done without seriously
considering the way in which GIS will interact with the rest of the
organization.
It is simply not enough to purchase a computer, a plotter, a display
device, and some software and to put it into a corner with some
enthusiastic persons and then expect immediate returns.
A serious commitment to GIS implies a major impact on the
whole organization.
IMPLEMENTATION ISSUES
The mere presence of an implementation plan does not
guarantee success. Most organizations do not have sufficient
staff to cope with the commitment and extra work required
when introducing a GIS to existing operations. GIS
implementation must also consider all technology transfer
processes.
IMPLEMENTATION ISSUES: COMMON PITFALLS
Failure to identify and involve all users
Users in an operational GIS environment consist of operations,
management, and policy levels of the organization. All three levels
should be considered when identifying the needs of your users.
Failure to match GIS capability and needs.
A wide spectrum of GIS hardware and software choices currently exist.
The buyer is presented with a significant challenge making the right
choice. Remember, the right choice will be the one which serves both
your long and short term needs best.
Failure to identify total costs.
The GIS acquisition cost is relatively easy to identify. However, it will
represent a very small fraction of the total cost of implementing a GIS.
Ongoing costs are substantial and include hardware and software
maintenance, staffing, system administration, initial data loading, data
updating, custom programming, and consulting fees.
IMPLEMENTATION ISSUES: COMMON PITFALLS
Giving the GIS implementation responsibility to the wrong
department.
Because of the distinct differences of the GIS from conventional data
processing systems, the GIS implementation team is best staffed by
non-data processing types. The specialized skills of the 'GIS analyst' are
required at this stage. Reliance on conventional data processing
personnel who lack these skills will ensure failure.
Failure to consider technology transfer.
Training and support for on-going learning, for in-house staff as well as
new personnel, is essential for a successful implementation. Staff at the
three levels should be educated with respect to the role of the GIS in
the organization. Education and knowledge of the GIS can only be
obtained through on-going learning exercises. Nothing can replace the
investment of hands on time with a GIS!.
THE LEARNING CURVE
Contrary to information provided by commercial vendors of GIS
software, there is a substantial learning curve associated with GIS. It
requires an understanding of geographical relationships accompanied
by committed hands-on time to fully apply the technology in a
responsible and cost effective manner. Proficiency and productivity are
only obtained through applied hands on time with the system!
The following figure presents the typical learning curve for GIS
installations.
THE LEARNING CURVE
The learning curve is dependent on a variety of factors including :
•the amount of time spent by the individual with hands-on access;
•the skills, aptitude and motivation of the individual;
•the commitment and priority attached to GIS technology dictated
by the organization and management;
•the availability of data;
•And the choice of software and hardware platforms.
A critical requirement for all GIS implementations is that adequate
education and training is provided for operational staff, as well as
realistic priorities are defined with which to learn and apply the
technology.
A focused and properly trained operations staff that has consistent
training will result in greatly reduced turnaround times for operations,
and ensure consistency in quality of product.
THE LEARNING CURVE
The flat part of the learning curve can be shortened if proper
training is provided, data is available for use, the right software
and hardware is acquired,
AND IF CONSULTANTS AND DONOR AGENCIES FOCUS ON
CAPACITY BUILDING AND PROJECT MONITORING RATHER THAN
ON DOING THE WORK THEMSELVES
The data hurdle is often a stumbling block for many GIS users.
THE IMPORTANCE OF QUALITY DATA
GIS is a long term investment that matures over time.
Data is the framework for successful application of GIS
technology.
In this respect, the investment in establishing a solid data
platform will reap rewards in a short term timeframe for
establishing a cost-effective and productive GIS operation.
The availability of quality data supplemented by a planned
implementation strategy are the cornerstones of achieving a
productive and successful GIS operation. A robust database
should be considered an asset!
THE IMPLEMENTATION PLAN
GIS is a multi-faceted system of Hardware, Software, Data, People,
and Methods. Implementation has been described as the act of
combining the Technology with people and methods.
Implementation consists of six general phases of development. These
phases are a framework for developing a GIS in your organization.
PHASE
PHASE
PHASE
PHASE
PHASE
PHASE
1:
2:
3:
4:
5:
6:
CREATING AWARENESS
IDENTIFYING SYSTEM REQUIREMENTS
SYSTEM EVALUATIONS
JUSTIFYING THE SYSTEM ACQUISITION
DEVELOP IMPLEMENTATION PLAN
OPERATIONAL PHASE