Copyright ESRI© 2006 GIS vs. The Organization Carmi Neiger ESRI-Chicago
Copyright ESRI© 2006 Part 1 The Organization Mapping the organizational landscape Or, what you don’t know can hurt you
Copyright ESRI© Carmi’s Law Technology is always ahead of the organization’s ability to use it effectively. Here’s Why …
Copyright ESRI© Info. Systems Management Line Operations The Bermuda Triangle
Copyright ESRI© Organizational environment Understand the organizational structure – Obtain a formal organization chart – Know the informal power structure – Learn about budgeting/procurement/ approval processes – Historical milestones This is basic and essential knowledge
Copyright ESRI© What are the Roles? Identify the players – Non-technical GIS “champion” – Key GIS implementer – Department heads & personnel – Participating – Non-participating – Information Systems – Finance – Outside consultants
Copyright ESRI© Background radiation Departmental issues – Inter-departmental competition – Historical rivalry/enmity – Prestige – Community recognition – Resources – Show me the money!
Copyright ESRI© Background radiation Intra-departmental issues – Intransigent “Old Guard” – Not invented here – The Peter Principle – Parkinson’s Law – Employee rivalries – Personal conflicts
Copyright ESRI© Situation Assessment SWOT analysis – S trengths – W eaknesses – O pportunities – T hreats Strategic issues Tactical issues
Copyright ESRI© SWOT Analysis Strengths, for example – Good network infrastructure – Reliable, usable existing data – Technology-friendly executive management – Progressive IS department
Copyright ESRI© SWOT Analysis Weaknesses, for example – Poor IS infrastructure – Little usable data – History of unsuccessful technology decisions – High employee and/or management turnover
Copyright ESRI© SWOT Analysis Opportunities, for example – Good pilot project candidate – Data-sharing agreement – Organization-wide technology upgrade – “Photo ops”
Copyright ESRI© SWOT Analysis Threats, for example – Budget shortfalls – Hardware crises – Management/staff turnover – Outside consultants
Copyright ESRI© 2006 Part 2 Making an Impact Using the organization to get the job done Or, illigitimi non carborundum
Copyright ESRI© Making GIS work GIS as Meta-profession GIS program management Setting expectations Map production Working with a coach Things to avoid GIS Entrepreneurship
Copyright ESRI© GIS as Meta-Profession What does Meta mean?
Copyright ESRI© GIS as Meta-Profession In computer science, a common prefix that means "about". So, for example, metadata is data that describes other data (data about data). A metalanguage is a language used to describe other languages. A metafile is a file that contains other files. The HTML META tag is used to describe the contents of a Web page.computer sciencemetadataHTMLWeb page What does Meta mean?
Copyright ESRI© GIS as Meta-Profession GIS can be seen as profession “about” other professions Bringing spatial-analytical skill set to multiple areas of endeavor Raise awareness of spatial aspects and components of problem-solving and decision-making
Copyright ESRI© GIS as Meta-Profession Like IT, GIS is a horizontal set of applications – Serves multiple departments/divisions – Spatial tools are not subject matter specific – Support can be centralized
Copyright ESRI© GIS as Meta-Profession Unlike IT, GIS is a vertical set of job skills – Requires understanding of multiple business processes – Support departmental (vertical) business processes – Custom application development – Technology transfer (e.g., training) – Task execution – Develop support resources within departments
Copyright ESRI© GIS Program Management Two-tier structure is useful – Policy Committee – Technical Committee Executive-level buy-in Maintains link between projects and funding sources
Copyright ESRI© GIS Program Management Policy Committee – Membership – GIS manager – Board representatives – Department heads – IS director – Quarterly MRB meetings (Management Review Board)
Copyright ESRI© GIS Program Management Technical Committee – Membership – GIS Manager – GIS staff – Departmental liaisons – IS representative – Outside consultant (if appropriate) – Monthly meetings Sets agenda for Policy Committee
Copyright ESRI© GIS Program Management Role of Information Systems – Best ally or worst enemy – Define areas of responsibility – Ownership vs. stewardship – Hardware and network resources – Data – Non-GIS operations support systems – Obtain executive-level concurrence
Copyright ESRI© GIS Program Management Inter-governmental data sharing agreements – Official vehicle for data sharing – Establish and enforce standards – Incentive for GIS program development – Raises visibility of GIS efforts
Copyright ESRI© Setting Expectations Be a team player – Departmental outreach – How can you help your manager succeed? – Respect your predecessors – Be predictable
Copyright ESRI© Setting Expectations Do first what you can succeed at – “Friendly” project – Limited (short) duration – Good visibility – Budget-conscious
Copyright ESRI© Map Production List of maps currently being used Assessment of available data – Timeliness – Accuracy – Format compatibility Planning map production – Revision schedule determined by departments – Wish lists – Prototyping Drew’s rule: “All maps, all the time.”
Copyright ESRI© Working with a Coach GIS cannot succeed without strong executive sponsorship Mid- or upper-level manager – Credibility – Seniority – Clout – Commitment
Copyright ESRI© Working with a Coach In the “power curve” Organizational vision Personal goals aligned with organi- zational goals Multiple coaches?
Copyright ESRI© Things to avoid Data collection – Zeno’s paradox Techno-superiority/techno-secrecy Disrespecting your audience Don’t be a casualty of: – Inter-departmental crossfire – Unrealistic project goals – Your own ambition
Copyright ESRI© Things to avoid Shortchanging professional development Ivory tower syndrome Complacency
Copyright ESRI© GIS Entrepreneurship Entrepreneurship: The assumption of risk and responsibility in designing and implementing a business strategy or starting a business.
Copyright ESRI© GIS Entrepreneurship Entrepreneurship: The assumption of risk and responsibility in designing and implementing a business strategy or starting a business.
Copyright ESRI© GIS Entrepreneurship RISK: Consequences of failure to meet expectations – Letting down colleagues – Letting down manager – Failure to grow GIS – Sidetrack career development – Losing your job
Copyright ESRI© GIS Entrepreneurship Entrepreneurship: The assumption of risk and responsibility in designing and implementing a business strategy or starting a business.
Copyright ESRI© GIS Entrepreneurship RESPONSIBILITY: Whose job is it to get it done? – “It’s your thing, do what you wanna do” – The Isley Brothers – You’re the boss, so act like it – Ownership – Failure is mine, success is ours
Copyright ESRI© GIS Entrepreneurship Entrepreneurship: The assumption of risk and responsibility in designing and implementing a business strategy or starting a business.
Copyright ESRI© GIS Entrepreneurship DESIGNING: “He’s the man with a plan” – Stevie Wonder – Preparation=perspiration – The time spent planning is far less than time spent fixing mistakes – Enfranchise stakeholders in planning process – Give them a vote, not a veto – Keep them in the loop
Copyright ESRI© GIS Entrepreneurship Entrepreneurship: The assumption of risk and responsibility in designing and implementing a business strategy or starting a business.
Copyright ESRI© GIS Entrepreneurship IMPLEMENTING: “Make it so, Number One!” – Captain Jean-Luc Picard – Focus – Just Do It – Overcoming obstacles – It is more important to act like a manager than to be one
Copyright ESRI© Bob Weir’s wisdom Some folks look for answers, Some folks look for fights Which are You?
Copyright ESRI© GIS Entrepreneurship Books for GIS Entrepreneurs – Thinking about GIS: Geographic Information System Planning for Managers by Roger Tomlinson – Selling the Invisible: A Field Guide to Modern Marketing by Harry Beckwith – "I Wish I'd Said That!": How to Talk Your Way Out of Trouble and Into Success by Linda MacCallister
Copyright ESRI© Why you do GIS $Cost savings from operational efficiencies Promote data sharing and reduce data redundancy Enhanced capabilities & new applications Enhanced communication Facilitate better decision-making Save the World!