presented by: Tim Haithcoat University of Missouri Columbia

Transcription

1 presented by: Tim Haithcoat University of Missouri Columbia 1

2 4 Scale - is this departmental or enterprise-wide? 4 Is this a centralized or distributed system? 4 What is the user base? Is it management or staff (or both)? 4 List of tasks to be automated. 4 What is the time line? When does each step need to be completed? What are the interdependencies? 4 Priorities of data development: input, application development, and information products (data, maps, lists, etc.). 4 Can the organization direct the project development or are consultants needed? 4 Where will project funding come from? 2

3 Determine the scope and limits of the GIS project. Inventory present information system and its operating environment. Determine GIS functional requirements. Define GIS implementation alternatives. Develop viable GIS strategic plan. Calculate / model GIS costs and benefits. Present management with findings and GIS recommendations. 3

4 What manual functions should be automated? What is the order of their implementation? What new GIS functions are specifically desired? How fast? Phase-in period? Which software applications or system interfaces have the highest priority & why? Do new personnel need to be hired? When? Training? 4

5 How may cost resources be minimized by sharing of development? What is the detailed conversion plan? Who will perform this conversion? To what extent? What existing data sources can be used? What new resources will be needed? Possible alternatives? Data security? Data standards? 5

6 Identification of GIS needs and functions GIS software differences Differentiating factors: Attribute linkage to spatial representations Database management system Topology capture Seamless database Network connectivity Applications available 6

7 Key Questions How many users, for what purpose, from where? What performance speeds are desired? To what extent will information be shared? How will the GIS interface with the corporate computing environment? Raster data model or vector data model or both? 7

8 Key Questions What will be the overall database size? What type of graphic and tabular outputs are desired? What communication issues must be addressed? What do the alternatives cost (price/perform)? What are the risks? How will the system expand? What hardware supports the desired software? 8

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11 Highly fragmented set of providers and users of settlement and infrastructure-type data. This fragmentation operates both sectorally and spatially. There is an extremely disparate potential set of data and data types, some already in digital format, others in paper map form Problems of copyright and data ownership. Problems associated with access to and use of data. Issues of legal liability for data quality & what have been called culturally determined attitudes of data. Temporal issues in populations and other official data. Central government organization at present inhibits crossfunctional data integration. Issues of scale of mapping and use of data - just trying to achieve geographical coverage Software available for true modeling needed in the planning function. 11

12 Prepare executive summary Prepare a clear report on performance and business case Use professional graphics Provide easy reference to all tables and support materials Short agenda for presentation Take backup materials & source documents Know exactly what decisions you want from your funding group 12

13 Data Input is a Major Bottleneck in the Application of GIS Technology Costs of input and conversion often consume 80% or more of project costs Data input is labor intensive, tedious, and error-prone High danger that the construction of the database may become the end in-and-of itself Essential to find way to reduce costs BUT maximize accuracy 13

14 Sharing of data is one way around the input bottleneck. 14

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16 Managing the Database To be functional, a project database should contain coverages that have the following characteristics: Each coverage contains clean topology The accuracy of feature locations has been verified Attribute tables are present The accuracy of attribute values has been verified A system of ground control points exist All geographic features are recorded using real-world coordinates All related databases are in one common coordinate system and datum The features of each coverage are spatially referenced against features in associated coverages 16

17 Assessment of Need & Project Feasibility Principle success-factor issues Development of a sound business case that focuses on financial issues that underlie both adequate project funding and prudent financial management of the project. Development of a strategic plan that addresses technical and organizational issues that insure the highest possible level of success. Development of GIS implementation specifications that meet both immediate and longterm objectives and optimize purchases in this rapidly changing marketplace. 17

18 Development Activities to Support GIS Life Cycle GIS Life Cycle Feasibility Assessment System Design & Procurement Conceptual Design Orientation Needs Assessment Requirements Cost/Benefit Database Design Application Definition HW/SW Concept Organization Concept Implementation Implementation Strategy Funding/Financing Strategy Operations & Maintenance Development Tracks and Activities Database Development System Acquisition & Installation HW/SW Specifications Tender Documents HW Vendor Contracting HW/SW Acquisition HW/SW Installation System Integration System Programming Physical Database Design Pilot Study Data Standardization Data Conversion Database/library Creating Product Creation System Upgrade Update Procedure Definition Service Bureau to Users Application Development Application Specification Prototype Creation Application Creation Documentation Application Enhancement Training & On- Going Support User Training Administrator Training Programmer Training Application Training On-going Education Contracted Support On-site Support Funding Program 18

19 (What is GIS and how will it benefit my department or organization?) Products: Seminar booklet Introduction to GIS seminars and discussions 19

20 Describe use, preparation, and verification of maps and geographic data Identify problems and inefficiencies Determine relationship to programmatic mandates Identify information flow Assess personnel commitment and cost 20

21 Maintain parcel maps and assessment roles Analyze re-zoning and zoning variance cases Review subdivision applications Conduct site plan review Emergency response 21

22 Conduct facility inventories/track assets Carry out routine maintenance Carry out long-range utility planning Dispatch and route field crews Design meter reading routes Perform load or flow analysis 22

23 Defines scope & structure of planned GIS Quantifies what data is needed & how it will be processed. Determines what Spatial Information Products (SIPs) will be produced. Building block for a Request for Proposal (RFP). Serves as basic reference guide during development and startup system. 23

24 Identify individuals responsible for making management decisions in current environment. Determine what decision they make. Identify new methods and technologies which might make decision making easier. All levels of personnel should be involved in this process. Open communications = project support. Looking at a plan from all angles guarantees potential problems will not slip by. IMPORTANT: Technology must be ignored. The FRS is interested in the user needs. How often will IPs be produced? (determine frequency) What data is needed to produce these IPs? Determine which portions of process will require GIS. 24

25 Identify Decisions Determine Information Products Needed Determine Frequencies Identify Data Sets Required Determine GIS Operations Required 25

26 FRS METHOD (Page 1 of 5) Interviews with Managers to Identify Decisions M1 M2 M3 Decision A Decision B Decision C Decision D Decision E Decision F 26

27 FRS METHOD (Page 2 of 5) Identify Information Products Needed to Support Decisions M1 M2 M3 Decision A Decision B Decision C Decision D Decision E Decision F IP1 IP2 IP3 IP4 IP5 IP6 IP7 IP8 IP9 IP10 IP11 27

28 FRS METHOD (Page 3 of 5) Identify Databases Needed to Create Information Products M1 M2 M3 Decision A Decision B Decision C Decision D Decision E Decision F IP1 IP2 IP3 IP4 IP5 IP6 IP7 IP8 IP9 IP10 IP11 DB1 DB2 DB3 DB4 DB5 DB6 DB7 DB8 28

29 FRS METHOD (Page 4 of 5) Can Be Used to Prioritize DB Development and ID Early Products M1 M2 M3 Decision A Decision B Decision C Decision D Decision E Decision F IP1 IP2 IP3 IP4 IP5 IP6 IP7 IP8 IP9 IP10 IP11 DB1 DB2 DB3 DB4 DB5 DB6 DB7 DB8 29

30 FRS METHOD (Page 5 of 5) Can also Identify those Information Products that are Hardest to Build M1 M2 M3 Decision A Decision B Decision C Decision D Decision E Decision F IP1 IP2 IP3 IP4 IP5 IP6 IP7 IP8 IP9 IP10 IP11 DB1 DB2 DB3 DB4 DB5 DB6 DB7 DB8 30

31 FRS Methodology (1 of 3) 5% of total project cost can be justified by a highly committed organization Fully Internalized: Most costly. FRS team from organization, trained by GIS consultant. FRS team coordinates definition of IPs done by organizational staff. FRS team, under guidance of GIS consultant, determine data and procedures needed. Advantage: FRS team understands company, limited knowledge of GIS/FRS procedures. Disadvantage: High level of organizational involvement = high cost. 31

32 FRS Methodology (2 of 3) Focus Group: Consultant leads organization through a series of group meetings. Discuss procedures. Prepare & edit descriptions of IPs. Define data sets and system functions. Advantages: uses knowledge of consultant, but work done mostly by organizational staff. builds consensus on what is needed. Disadvantage: Organizational commitment is lower. Interviews: Consultant gathers information through staff interviews & then prepares the FRS. Advantage: Minimal commitment of organization s personnel. Disadvantage: No group involvement in FRS process. 32

33 FRS Methodology (3 of 3) Questionnaire: Vendor creates customized questionnaire through organizational help. Questionnaire id distributed to appropriate personnel. Information compiled and vendor writes FRS. Advantages: low cost, limited information from a large user community Disadvantage: sketchy information, no opportunity for refinement. Any combination of the above methods can be used. Use questionnaire to determine key people to interview Interviews can be done by FRS staff or focus group. 33

34 What is the value of a completed FRS? A concise definition of spatial Information Products (IPs) frequency of product input data definitions steps necessary to produce IPs where appropriate, a set of product standards (legends, scales, etc.) A complete list of the data sets required estimate data input workload product priorities - is one SIP data input for another? What is required from the GIS? This must make sense to the non-gis personnel. 34

35 Invalid assumptions. Varying degrees of GIS awareness within organization. Funding - FRS assumes CONSTANT funding through system start up. IPs needed will change before the system is fully implemented. Mechanisms for review and update are necessary. through system start up. 35

36 GIS may not be the answer for all needs. Data input is cost intensive. System costs may exceed estimates. Implemented technology might be obsolete by the time of project implementation. 36

37 Definitions of Information Products Maps, reports, lists For each product need: Frequencies of production Details of input data Processing steps required to make the product For maps - scales, legends, symbolization details For list and reports - details of formats List of Input Data Sets Details of data to estimate workload = cost volume - how many map sheets, records, attributes format - paper, digital files, survey documents sources frequency of update List of data sets shared by/ between products Product priorities 37

38 Planning, no matter how uncertain or reliable, is better than no planning at all. A look at oneself is a healthy endeavor. Even for an organization. Irregardless of the outcome, the FRS enhances organizational awareness. Management can conduct an initial financial feasibility study. Project cost of current system assuming GIS is not implemented. This weighed against cost of pilot study, system procurement, database creation and redundant operation during system startup. 38

39 6 A full FRS allows a company to take a look at its own internal structure. 6 A FRS lets the organization know what its strengths and weaknesses are specific to GIS and data needs. 6 Personnel needed for an FRS are decision makers and managers. An FRS is more interested in WHAT the decisions are rather than the data or procedures. 6 The entire organization, from management on down, must be willing to commit the time needed to accomplish a thorough and effective FRS. 6 Once started, anything which could stop the FRS from proceeding must be eliminated. 39

40 What does a RFP give an organization? Many different options; all with advantages and disadvantages. The number of responses to a RFP is indicative of project feasibility. Creates a pool of interested GIS vendors from which to purchase services. 40

41 Flexibility Selection Time Rigor Sole Source Low Low Low RFP High High High Bid Low Moderate Moderate Benchmark Comparison High Moderate Moderate 41

42 Background information/existing systems/gis objective Proposal submittal format and requirements Contract terms and conditions Hardware configuration and device specifications Software functionality and custom application requirements Training, installation and documentation requirements Cost proposal 42

43 Describe any specific hardware or software integration needs (existing DP resources) Include requirements for documentation, training, and maintenance Present conceptual design and explain desired functionality Emphasize desired applications Allow flexibility and creativity within functional guidelines 43

44 (Contents) Nature of proposed database. Sources of input data Required functions and procedures needed to create and manipulate database Detailed description of desired information products Only lists functional requirements, NOT technical processes Vendor chooses best methods (i.e., vector vs. raster). Vendor decides what s needed to meet customer s needs. Keep RFP loose-knit so requirements do not exclude potential vendors. 44

45 (Contents - Continued) Timeline, milestones and benchmarks for tracking project progress Layout details of returned proposals Define all requirements. Make sure vendors know what you want. Provide the expectations of content and format of returned responses. Set the due date for return of vendor proposals. 45

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47 (What to expect in a vendor proposal.) Vendor should provide detail in response to user requirements. Should contain specifications of proposed system configuration. Software Hardware Network and communications Workstations Maintenance and training Costs Statement of qualifications of vendor. Qualifications of project manager Review of past projects Financial statement 47

48 GIS PROJECT MANAGER GIS PROGRAMMER GIS SPECIALIST (1-4 years/experience/ 5-10 years experience) Senior Data Preparation Technician Data Preparation Technician Senior Digital Conversion Technician Digital Conversion Technician Cadastral Compiler Senior Cadastral Technician Cadastral Technician Graphics Workstation Operator Senior GIS Applications Specialist GIS Applications Specialist Scanning/Vectorization Technician 48

49 GIS Resources GIS resources required for each stage of GIS project development. Full-time responsibilities depend upon the complexity of the system. Stages of project development Study Long-range plan X X X X X Information needs study X X X X X Map inventory X X X X X Cost/benefit study X X X X X Implementation Pilot project X X X X X X X X X X X Base map conversion X X X X X X X X X X X Applications development X X X X X X X X X X Operation Database management X X X X X X X X X Network management X X X X X Operations support X X X X X X X X Cost recovery X X X X Typical staff size by complexity of system Large multi-user system Centralized minicomputer Small microcomputer network Single microcomputer 49

50 GIS Compensation Average Average Average Low High There is a significant difference in the compensation of GIS programmers based on which GIS and GIS programming language they are using. Programmers who are expert in Intergraph/MDL typically make 25% more than Arc/Info/AML programmers who possess similar experience COMBINED NATIONAL GIS Project Manager 38,400 47,250 59,400 GIS Programmer * 33,200 46,600 59,730 GIS Specialist (1-4 yrs. exp.) 19,400 26,100 37,800 GIS Specialist (5-10 yrs. exp.) 31,800 44,600 48,800 COMBINED NORTHEAST GIS Project Manager 36,000 44,350 48,000 GIS Programmer * 34,000 53,700 74,900 GIS Specialist (1-4 yrs. exp.) 18,000 27,550 37,000 GIS Specialist (5-10 yrs. exp.) 36,000 43,400 59,000 COMBINED SOUTHEAST GIS Project Manager 39,000 48,000 65,000 GIS Programmer * 28,000 42,900 68,000 GIS Specialist (1-4 yrs. exp.) 18,000 24,377 39,000 GIS Specialist (5-10 yrs. exp.) 26,000 39,964 51,000 COMBINED MIDWEST GIS Project Manager 44,000 48,300 58,000 GIS Programmer * 31,000 48,125 62,000 GIS Specialist (1-4 yrs. exp.) 18,000 25,900 39,000 GIS Specialist (5-10 yrs. exp.) 30,000 42,625 52,000 COMBINED ROCKY MOUNTAIN/SOUTHWEST GIS Project Manager 35,000 46,500 52,000 GIS Programmer * 34,000 43,000 54,000 GIS Specialist (1-4 yrs. exp.) 18,000 25,825 36,000 GIS Specialist (5-10 yrs. exp.) 31,000 41,900 52,000 COMBINED PACIFIC WEST GIS Project Manager 44,000 48,300 58,000 GIS Programmer * 31,000 48,125 62,000 GIS Specialist (1-4 yrs. exp.) 18,000 25,900 39,000 GIS Specialist (5-10 yrs. exp.) 30,000 42,625 52,000 50

51 BENEFITS Benefit as a decision-making tool Improved work quality (through data based decisions) Greater use of information Satisfaction of better serving customers Better utilization of resources (greater production from fewer people) Reallocation of personnel to areas of greater need Cost savings realized Greater demand for services Fosters cooperation between groups More efficient 51

52 TRANSITION ISSUES Staff need to learn to use different tools Changes the way staff work through projects Increased demand for service Employee resistance to change Lack of expertise in internal support staff Short-term lack of experience utilizing technology Cost of training/converting staff to the new technology Staff uncomfortable with new technology 52

53 IMPEDIMENTS Short-term costs Financial cost of technology procurement Cost of training (money and time) Impacts include significant reallocation of resources Experience/lack of expertise Hard to stay in technology mainstream Maintaining a consistent vision Greater demand for services 53

54 Insufficient commitments for staff, funding support Lack of vision from executive or team member Inadequate technical commitment Delays to reduce short-term budget crunches Casual attitudes from participants Inadequate database maintenance commitment Conflicting project objectives Reluctance to develop implementation plan Attempting too much too soon Failure to educate executive committee members Ineffective communication channels Hidden agendas Inability to reach consensus All responsibility/ no authority 54

55 Continued support from management and user Sustained funding Responsive resource commitment Technical achievements Successful completion dates Tangible benefits Money saved Increased profit margin Lower overhead Improved customer service Quality product Triumph over adversity 55