sation;
ble to the planner
tL area 12° an
subsequent
‘eparatory task.
lows a direct
edure for each
Ss io try to
ic search
ures, various
can then be
ermined (using
hat the relevant
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ried out by
parameters) to
ill greatly
d
= 19 -
In practice, the task of design and decision making should probably be carried -
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out at two different levels.
The bulk of the planning work can be executed at the middle executive staff-level,
using pre-determined methods and data. The objective of this should be io present
to the top-management & number of alternative solutions, accompanied by a careful
and detailed analysis of all aspects relevant for a final decision.
For the final decision at top management level, other aspects, which are not
directly the concern of the middle-management, such as overall organisation
policies, the general market and competitive situation, etc., must be considered.
Depending on circumstances, three different outcomes of the final decision can be
envisaged:
a) The analysis may reveal that insufficient or unreliable information
regarding certain essential factors is available for planning. This might
concern influencing factors pertaining to the project. area, or other inform-
ation necessary to establish cost and performance models.
In such a case; the need for a pilot project, based on a provisionally
designed procedure, might be indicated.
From an analysis of the-results of such a pilot project, assumptions can '
be verified and missing information can be provided. Both will form & feed-
back to the planning stage.
b) If any feasible procedure could be designed, which is in accordance with
the constraints identified in the first phase of planning (time limits,
available funds) and the preliminary cost estimates on which the optimization
of product specification was based, the. project can be implemented as far as
the executing organisation is concerned.
c) If the conditions defined under b) are not met, then a feed-back of inform-
ation to the first phase of planning is indicated. Preferably this should be
accompanied by alternative proposals to provide a maximum of useful inform-
ation for the establishment of new or modified product specifications.
Conclusions and Recommendations
a) Planning of photogrammetric projects is a highly complex task, due to ihe
many interrelations which exist both between the process parameters themselve
and between other categories of influencing factors.
If à systematic, scientific method can be developed for the execution of
planning it should lead to the design and implementation of more efficient
539 >
procedures for the execution of mapping projects..