GIS Applications GIS Management

Transcription

1 GIS Applications GIS Management Dr. Martin Raubal Department of Geography, UCSB 1

2 Overview So you want to be a GIS Manager? Choosing and Implementing a GIS Operational management GIS staff and their competences Business drivers, leadership and management The Knowledge Economy (KE) and GIS Information as currency in KE GIS as a business and stimulant 2

3 So you want to be a GIS Manager? Your role is to make sure: A good system is selected It works efficiently It demonstrably contributes to the organisation s strategic objectives It is sustainable Consequences of failure are severe for you and others. Success demands sharing experience and knowledge with others. 3

4 An overview of how to get a GIS Consider strategic purpose / build case Plan for the planning (takes time!) Talk to everyone, agree requirements Define data, hardware, software, timing Create design, choose data model Do benefit-cost, migration & risk analyses Make implementation plan 4

5 Building the case for a GIS Why GIS? Cost reduction e.g., tax assessment, work orders Cost avoidance e.g., minimize delivery costs, avoid flood damage Increased revenue e.g., attract more customers, sell more maps Getting wholly new (and valued) products e.g., those too costly or time-consuming previously Non-tangible benefits e.g., better decisions, happy staff and customers 5

6 GIS Project Lifecycle Business Planning Operation and Maintenance System Acquisition System Implementation 6

7 Choosing a GIS 14 steps, covering: Analysis of requirements (including benefit/cost analysis) Specification of requirements Evaluation of alternatives Implementation of system 7

8 Sample GIS Report Courtesy Mecklenburg County, North Carolina 8

9 14 stages of GIS acquisition 9

10 Benefit:Cost Analysis Category Costs Benefits Economic (tangible) Institutional (intangible) Hardware and Software Data purchase, collection Training New staff or skills Additional space Interpersonal shifts Reduced cost (staff) Greater throughput Increased revenues New market services or products Improved client relationships Layoffs of low-skilled staff Better decisions Staff anxiety Neglect of other projects Improved morale Better information flow Better culture of achievers 10

11 GIS Implementation Management Issues (1) Plan effectively Obtain support Communicate with users Anticipate and avoid obstacles Avoid false economies (staff, hardware, etc.) 11

12 GIS Implementation Management Issues (2) Ensure database quality and security Accommodate GIS within organization Avoid unreasonable timeframes Secure ongoing funding Prevent meltdown 12

13 Implementation Tools /Techniques SWOT Analysis Technique Rich Picture Analysis Demonstration systems Interviews and data audits Organization charts, system diagrams and decision trees Data flow diagrams & dictionaries Project management tools Purpose Strengths, Weaknesses, Opportunities and Threats Consensus process based on pictorial representations Prototypes demos Structured analysis of roles and data holdings Diagrams of information flows Track content and flow E.g., GANTT charts Object model diagrams Data model representations 13

14 GANTT Chart 14

15 Reasons GIS Fail Lack of executive-level commitment Inadequate oversight of key participants Inexperienced managers Unsupportive organizational structure Political pressures in times of fast change Inability to demonstrate benefits Unrealistic deadlines Poor planning And stupidity! Lack of core funding 15

16 Managing an Operational GIS Customer support All users are customers Create customer support facility Operations support Administration, backup, system support Helpdesk Data management support Database Administrator On-going application customization Use well-proven project management tools 16

17 GIS Staff Roles Management Committee Sponsors User representatives Independent advisors GIS Manager GIS Team GIS Manager Project Managers System Administrator Application Developers GIS Users Professional Users Clerics / Technicians External Consultants Strategic Advisors Project Managers Technical Consultants Other Staff System Administrators Trainers Clerical Administrators 17

18 Golden Rules of Project Management Projects must be completed on time, within budget, and according to quality standards. You will be responsible for the work of others. Make sure they are competent. Uncertainty of many kinds exists: you have to live with it but agree how much is acceptable. Have fun doing it and celebrate success! 18

19 The Big Picture: GIS as part of the Knowledge Economy 19

20 Government, academia and commerce are all businesses Business used for entities which act coherently, meet particular objectives, act to please customers / clients / stakeholders. Many similarities goals to be achieved, costeffectiveness, innovation, managing knowledge + creation of Geographic Information Some convergence between sectors, e.g., revenue generation even by some governments. But some distinctions, e.g., complex of objectives in governments, profit motive in commerce. Almost all GIS software now commercial. 20

21 Some Bear Traps for Managers People cause more problems than technology. Everything changes faster than you would like, e.g., user expectations. Uncertainty is always with us. Everything interacts with everything else. Users often have very imprecise ideas of what they want even if they say otherwise. Big differences in national culture impact on how things can be done. 21

22 Why Management is Important in GIS How world is represented affects results! GI fuzzy managing it crucial to outcomes. Our techniques for describing data quality still poor so judging fitness for purpose difficult. Some combinations of data produce ecological fallacy => false correlations. Lack of understanding of GIS in general management ensures GIS managers are bridge between them and reality. 22

23 Management errors & consequences Kashmir missing off Windows 95 time zone map 200,000 copies withdrawn Kurdistan on Encarta map of Turkey MS employees arrested Missing Wales off map on cover of Eurostat Statistical Compendium caused furore and reputation damage geog 176C, spring Apr

24 Good managers understand why people do things.. Business drivers differ in detail by sector (private, government, academic), e.g., Create profit and benefit shareholders Minimise risk Create new enterprises Justify action to politicians Support community (PPGIS) Achieve status, peer respect As a manager, you need to understand what makes people seek to achieve. 24

25 Knowledge Economy & GIS Knowledge has become perhaps the most important factor determining the standard of living.. World Bank 1998 Innovation crucial: 'If it works, it's obsolete' Hong Kong entrepreneur How can we put a value on knowledge? Top graph: faster innovation. Years to 50m adopters in USA Lower graph: licensing money ideas overseas in US$bn 25

26 Information as Currency in the Knowledge Economy: some myths More information always leads to better decisions (information overload!). Managers need all the information they want. Managers can model the decision they wish to make (cause and effect not always clear!). Managers don t need to understand information system. Information systems lead to better communication within the organisation. But GIS can help in each case to create evidence for decisions 26

27 Information as Currency in the Knowledge Economy: role of GIS Provides factual information Facilitation Computing derived facts, e.g., fastest routes in network Information Process Facilitation Selects, compresses, visualizes Filtration Searches for patterns, regularity Filtration Links data, giving added value Fermentation Predicts future outcomes Magic 27

28 Information as Currency in the Knowledge Economy: its characteristics Value depends on use, e.g., consumption or as factor of production. Initial production costs often high. For information to be a pure public good : Marginal cost of copying near-zero Use by one user does not prevent use by others Individuals can not be excluded from its use 28

29 Different Kinds of Products Agricultural measurable properties determine the value Many suppliers, many buyers Production cost depends on quantity Use destroys product Industrial High development costs Low production costs Information Products Very high development costs Very low production costs Easy to reproduce Use does not destroy product 13 Apr 2010 geog 176C, spring 10 29

30 Is GI Special? Many of the normal information characteristics. Different governments take different views on access to GI some seeing it as a tradeable commodity Some GI has the characteristics of a natural monopoly. Widespread availability brings positive and negative externalities, e.g., sharing one framework brings many benefits though anticompetitive! Difficult to exclude people from using GI? But licensing now common, even of government data. Much GI is long-lasting, changing little 30

31 Geography of a negative externality Noise pollution in central London Dark blue = high, brown = medium Source: DEFRA 31

32 GIS and GI is Big Business GIS software revenues $1bn+, US dominates Total GIS-related expenditure c. $19bn (graph) Over 2 million professional users (many more incidental ones), growing 20% per year GIS operated in every country Source of information: Daratech Inc. geog 176C, spring 10 Millions Apr 2010 Total Worldwide Revenue (Hardware, Software and Services) Autodesk 9% Intergraph 13% IBM 9% Year GE Energy 8% ESRI 34% Leica 7% MapInfo 4% Other 16% Market share in

33 Summary Successful projects require technical and management skills and leadership. Everyone has to manage some people sometime. Many standard management approaches are applicable to GIS/GI. But the nature of the field produces its own complexities in management. You can t learn how to manage well without practice 33

34 Next lecture Legal aspects and partnerships 34