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Successful GIS
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1 author:
Qiming Zhou
Hong Kong Baptist University
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Successful GIS
Dr Qiming Zhou
Senior Lecturer
School of Geography, The University of New South Wales, Sydney 2052, Australia
Telephone: +61-2-3855570, Fax: +61-2-3137878, E-mail: Q.Zhou@unsw.edu.au
must perceive that the methods by which they are currently storing, retrieving and
using information are creating problems; and
Problem recognition
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New demands are made on the organisation that cannot be met within the data and
technological systems currently available.
Technological awareness
Supply-push factors
Demand-pull factors
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a) need for faster and more accurate data handling in report generation, queries, map
production, analysis, etc.
b) Societys appetite for information is unlimited.
c) In GIS, there is no upper limit to need for spatial data for decision-making. There
is no totally satisfactory minimum level of accuracy for data since more accurate
data always means better decisions.
Institutionalised demand.
a) keeping current with technology.
b) maintaining systems on which the organisation has become dependent.
Affective demand.
a) perceived need among organisational actors to exploit the political, entertainment
and other potential of the technology.
b) GIS technology is impressive in itself, (e.g. high quality, colour map output, 3dimensional displays and scene generation). GIS output may be perceived to have
greater credibility than hand-drawn products.
Sources of information include personnel within the company. Industry consultants, system
vendors, conversion service companies will be very willing to provide information. Industry
organisations such as AM/FM International, American Congress on Surveying and Mapping
(ACSM), American Society on Photogrammetry and Remote Sensing (ASPRS) and
Australian Urban and Regional Information System Association (AURISA) are excellent
sources.
A growing number of newsletters and magazines are being marketed within the GIS industry
such as GIS World, Geo Information, GIS Users, etc.
Project plan
After consulting with industry experts, visiting other sites, considering corporate objectives,
the first level of project definition and planning can occur. Project plan should be dynamic,
adaptable, refined as better information becomes available. At this stage, the plans will be
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very general, broad-brush including a general description of the desire to investigate systems
further and a plan for proceeding.
For those who is in charge of developing a project plan, it is important to discover who or
what is the force behind the interest in GIS. The individual involved and the significance of
the problem are important in determining how to proceed with selling the idea to the
organisation.
Developing Management Support
Once the need has been identified it is critical to gain support of the decision-makers who will
be required to commit support in the way of funding and staff. For this purpose, the decisionmakers need to be assured that the project will be developed and managed in a sound manner.
The management will need to know:
A carefully managed development project is critical. For example, a AM/FM projects tend to
be very large (up to $100 million is not unusual), thus the process of system planning and
implementation must be rigorous in AM/FM because of the size of investment involved. This
planning process is called project life cycle (Figure 1).
Present
System
Study
RFP
Detail
Design
Project
Evaluation
Functional
Requirements
System
Selection
Development
Pilot
Conversion
Project
Formation
& Plan
Feasibility
Analysis
Risk
Analysis
Prototype
Pilot
Operations
GO
GO
GO
GO
GO
NO GO
NO GO
Financial Analysis
NO GO
NO GO
NO GO
Figure 1. AM/FM project life cycle (from Application Issues in GIS, NCGIA Core Curriculum).
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The AM/FM project life cycle is a multi-step approach with well-defined decision points. The
series of stages provides a generic, structured approach to planning. After reviewing
numerous alternative methodologies, this recommended sequence has been devised.
Decision points provide for financial analysis:
Each decision point allows the project team to analyse progress and future risks before
proceeding to the next level of commitment.
At each decision point one needs to minimise risks while maximising benefits.
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The investigators should clearly identify the appropriate level at which to interact with
each department of the organisation. The interacting personnel need to be decisionmakers and managers, not technical support since the study should focus on the
decisions that are made, not on the data and procedures used.
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3. Interviews
Procedure: Consultant gathers information at interviews, prepares FRS.
Advantage: Minimal commitment of organisations personnel.
Disadvantage: Organisation has little or no group involvement in FRS.
4. Questionnaire
Procedure: Consultant prepares a questionnaire with advice from the organisation,
circulates it to all appropriate staff.
Advantage: Low cost, appropriate for obtaining limited information from a large
number of users.
Disadvantage: Poor quality of information gathered, no opportunity for discussion.
SYSTEM EVALUATION
Once the FRS is complete and management gives the go-ahead, the next step is to develop
the document which will solicit proposals from interested GIS vendors. This document is the
Request for Proposals (RFP).
Results from the RFP will produce a number of different GIS options for the organisation,
each of which will have strong points and weakness. At this point, difficult decisions will
need to be made in an attempt to match needs with products available in the current
marketplace. Management will need assurance that the system chosen is the best option
available. Responses to the RFP will indicate the feasibility of achieving the projects goals.
In system evaluation, an open attitude to the relationship with suppliers and the conduct of
tests is essential. Evaluation must be open to outside scrutiny and decisions may be
challenged by vendors and must stand up in court.
Strategic Plan
A strategic plan is essential in defining the limits of the project. It is important in providing
guidance for many later decisions and provides a level of planning above that of the FRS.
Decisions are made regarding the scale of the desired project. Questions that may be
considered are:
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What are the priorities of data input, software development and output?
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Different capabilities with regard to data model, functionality, output, data base
management system, etc. will each affect the overall operation of the GIS significantly
and will need to be individually evaluated and compared.
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Hardware
Many of these issues will be addressed by the technical requirements laid out in the
FRS and RFP. However, there will be several trade-offs required in the final decision.
BENCHMARKING
Benchmarking is a key element in minimising the risk in system selection. Often the customer
does not have precise plans and needs. These will be determined to some extent by what the
GIS industry currently has to offer. Customer needs reassurance, in means of real, live
demonstration, that the system can deliver the vendors claims under real conditions.
A benchmark allows the vendors proposed system to be evaluated in a controlled
environment, in which the customer supplies data sets and a series of tests to be carried out by
the vendor and observed by the customer. Usually an evaluation team is assembled and visits
each vendor, performing the same series of tests on each system. These tests examine specific
capabilities, as well as general responsiveness and user-friendliness.
In a benchmark, equipment is provided by the vendor, data and processes must be defined by
the customer. Therefore, a benchmark can be a major cost to a vendor (up to $50,000 for an
elaborate benchmark). In some cases part of these costs may be met by the customer through
a direct cash payment.
PILOT PROJECT
Pilot project provides the first physical results from a GIS project. It is usually the last major
milestone prior to corporate and technical commitment. The purpose of a pilot project is to
recognise the difference between reading about the system and actually experiencing how it
operates.
A pilot project is part of the effort to sell the system within the organisation. The results of
pilot projects can be shown to decision-makers as evidence of the systems immediate value.
Pilot projects are useful for verifying estimates of costs and benefits and evaluating hardware,
software, system and data base design, procedures and alternatives.
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Why do it?
A major GIS implementation is a large monetary investment and upper management wants to
know the expected benefits of the system before they agree to the purchase.
The uses of cost and benefits analysis of computer systems include:
1. planning tool for choosing among alternatives to select the system which meets
minimal benefit requirements and offers the highest benefit/cost ratio.
2. quantitative support to politically influenced decision.
3. An audit tool for existing projects for the future planning for the system.
Benefit/cost analysis is a standard procedure in many areas, including the information
processing industry. An organisation will want to know the costs and benefits that accrue to
the organisation (i.e. must be borne by and benefit the organisation respectively).
The major tasks of the benefit/cost analysis include:
defining costs. This should includes all costs, not just the acquisition of the hardware
and GIS software. The costs often include hardware and software, staff, hardware and
software maintenance, telecommunications, travel and others.
identifying benefits. This is much more difficult to quantify than costs since costs
can be expressed in dollars but benefits are often intangible, difficult or impossible to
quantify.
comparing costs and benefits. Benefits easily quantified can be compared directly to
costs. However, it may be wrong to look at the problem as a matter of predicting costs
and benefits as static, simple quantities. Realistically, a system is likely to change
substantially over any extended planning horizon, therefore the ability to expand the
system easily without major structural change may be a hidden benefit.
CONCLUSION
GIS is not only a new technology by which an organisation can benefit from its capabilities
for handling spatial data, it also involves a substantial involvement of the organisation itself.
The implementation of a GIS may completely change the way of the organisations decisionmaking processes.
A careful plan for implementing a GIS into an organisation is crucial and mistakes can occur
causing significant lost if the initial planning has gone in a wrong way. It is therefore essential
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for all GIS investigators to understand the organisational issues to avoid early mistakes that
may affect the entire GIS project.
TECHNOLOGY ISSUES
Aronoff (19891) identifies a number of reasons why GIS technology can impede successful
GIS implementation:
The determination of computer hardware is often a major and hot issue when implementing
a GIS in an organisation. Rapid development of computer hardware technology and
unpredictable drop in price make it difficult to decide on the hardware. It has been
experienced in the last decade that each year the price of computer hardware drops while its
performance doubles. The selection of GIS hardware therefore can never be an independent
issue in implementing a GIS and it is always a secondary issue compared with the selection
of GIS software.
An example of software failure is reported by Tomlinson (19872) that in respect to forestry
applications in North America, the true advantages of GIS are only realised when it is used to
1
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manipulate, analyse and model spatial data. In practice GIS are reported to be limited to a
digitised forest inventory because of limitations in the functionality of software or resistance
to the GIS approach by forest managers. Many systems do not support a complete range of
forms of spatial analysis on points, lines, grid cells and rasters and irregular polygons.
Many of these technical problems with GIS software, however, have been solved with
software becoming increasingly powerful and more reliable. In reality, many failures of
GIS, which are often the results of the acquisition of wrong type of technology, are often
related to poor or inadequate technical assistance.
MANAGEMENT ISSUES
Personnel Issues
The implementation of GIS is where technology and people meet, and the politics inherent in
any organisation sometimes also play an important role. It is the people in an organisation that
adopt and learn to use a new technology. By implementing GIS technology, the flow of
information within an organisation and organisation itself may change. While the
organisation is moving along, different people may be take over the control of information
resulting the shift of power within the organisation. This type of stress within an
organisation can result in the development of incollaborative attitude between departments
and eventually poor cooperation.
Management issues were reported as the factor limiting the implementation of GIS in
Forestry in Australia. It was noted that staff have a natural resistance to change and that
managers are reluctant to switch to a flatter management system. It is argued that GIS
technology makes middle management redundant, and changes the authority within the
organisation and relationships between staff. Naturally, the middle management staff, fearing
the loss of their power or jobs, are resistant to the implementation of GIS.
To be successful a GIS requires a strong and consistent motivation on all users, the majority
of whom will be expected having no technical understanding of the technology. Such
motivation will not occur naturally regardless how user-friendly a system is.
Data Issues
Data quality
When discussing the issue of GIS data quality, it should be pointed out that computer
generated data may contain a significant power to influence, either correctly or incorrectly.
People generally consider numbers and information output by a computer be more credible,
accurate and objective simply because they were computer generated! This is even worse in
the case of computer generated maps which many people automatically think having a high
quality of information. Surely computerised data and analysis techniques are subject to the
same type of inaccuracies and political biases as other types of data, as bias may be in the
Tomlinson, R.F. (1987). Current and potential uses of GIS: The North American Experience. International
Journal of Geographical Information Systems, Vol. 1, No. 3. pp 203-218.
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selection of information to be included, the data processing methods used and presentation of
results.
There are a number of approaches that can be taken to control data quality. Theoretically only
data that is considered to be accurate may be included in the data base or all data may be
input with statements about its accuracy. This is often the assumption that designers of GIS
typically take, but to date no significant progress has been made in designing systems to
process and analyse uncertain data. Usually in terms of measuring data quality it is assumed
that quality corresponds to the lowest quality of all input data.
Data sharing
The concept of data sharing is logical considering that a significant investment is usually
involved to build and maintain a GIS data base, and the some information is often requested
by a number of organisations. However, in practice there are a number of problems associated
with data sharing. Technically there are problems in transferring data such as data standard,
format and media. Politically the ownership and control of data are often the critical
problems. Data sharing requires a considerable effort to promote cooperation and
understanding.
There is a significant new trend in data sharing by introducing commercial practice into GIS
data distribution. Spatial and attribute data are acquired and digitised as a commercial
practice and distributed at the users costs. Establishing a spatial data base often involves a
significant investment and it is often regarded as a long-term investment rather than a shortterm one.
Case Studies
1. STATE FOREST MANAGEMENT OF NEW SOUTH WALES,
AUSTRALIA
Department of State Forests, New South Wales, Australia
Background
In 1988 the Forestry Commission of New South Wales (renamed later as the Department of
State Forests) automated their photogrammetric section to capture data in digital format using
MICRO MAP 3DD software. In 1991 the Commonwealth Government grated a grant for
upgrading the Forestry Commission data. The data was digitised using the same package as
the photogrammetry.
In was realised that MICRO MAP 3DD had limitations as a GIS package. A project team was
accordingly created to examine software packages that would be appropriate for forest data.
Tenders were then called and received from vendors including CAD packages, Geovision,
Eagle, ARC/INFO and Genamap.
The shortlisted vendors were then given three sets of forest data to conduct bench marking
test and were required to produce basic answers according to the forest management
GIS AM/FM ASIA'95
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requirements. They were asked to attend at the Forestry Commission office and produce
output maps and reports on-the-fly.
At this time the government of New South Wales strongly suggested that all New South
Wales government departments should use Genamap as their spatial information system
software.
From the bench marking project it was apparent that ARC/INFO, which was also used in
many forest departments overseas, was the better packages available at that time to suit the
requirements. Thus the Forestry Commission had to prove that Genamap was not appropriate
for the forestry information system in order to get the approval from the State Government.
Personnel
The GIS branch of the Department has 16 staff with about 13 years in average the experience
in cartography. The concept of data layers of GIS was not foreign to cartographers as the old
drafting methods of cartography were effected by compiling map layers such as property
boundaries, streams and state forest boundaries. There has been a high standard of data
captured in corporate data sets.
Information and operation
The Department obtains its digital cadastral data base from Land Information Centre (LIC) at
a cost which is still negotiating. The government forces other government departments to use
the prime agency (i.e. LIC) for digital cadastral data base information. However, the contours,
drainage network and other requested information has also been purchased (approx. $300 per
1:25,000 map sheet). Maps were also scanned and vectorised for the area not covered by the
LIC data.
The information is mainly used to produce Environmental Impact Statements (EIS). Greatly
enhanced by GIS, the GIS branch now has the capacity to undertake ten regional EIS tasks as
well as other departmental jobs.
A typical EIS may require about one gigabytes of data and may consist of about 30 map
themes such as:
- current traffic volumes and haulage routes
- geology types
- recreation and scenic locations
- fauna plot location
- distribution of past harvesting operations
- broad forest types
- local and Road and Traffic Authorities (RTA) maintained roads
- wilderness nominated area
The layers of information are superimposed to create Conservation Resource Maps which
identify:
- areas excluded from harvesting
- area subject to further investigation
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The division offices are equipped with X-terminals and PCs with X-terminal emulation,
Postscript A3 colour printers and pen plotter. This also apply to district offices.