XVIIIth Congress: Commission VI

Kraus, Karl; Waldhäusl, Peter

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Multivolume work

Persistent identifier:: 1667435949

Title:: XVIIIth Congress

Sub title:: Vienna, Austria 1996

Year of publication:: 1996

Place of publication:: Vienna

Publisher of the original:: Austrian Society of Surveying and Geoinformation

Identifier (digital):: 1667435949

Language:: English

Editor:: Kraus, Karl; Waldhäusl, Peter

Corporations:: International Society for Photogrammetry and Remote Sensing, Congress, 18., 1996, Wien; International Society for Photogrammetry and Remote Sensing

Adapter:: International Society for Photogrammetry and Remote Sensing, Congress, 18., 1996, Wien; International Society for Photogrammetry and Remote Sensing

Founder of work:: International Society for Photogrammetry and Remote Sensing, Congress, 18., 1996, Wien; International Society for Photogrammetry and Remote Sensing

Other corporate:: International Society for Photogrammetry and Remote Sensing, Congress, 18., 1996, Wien; International Society for Photogrammetry and Remote Sensing

Document type:: Multivolume work

Volume

Persistent identifier:: 1677550198

Title:: Commission VI

Scope:: 149, 110, 92 Seiten

Year of publication:: 1996

Place of publication:: Vienna

Publisher of the original:: Austrian Society of Surveying and Geoinformation

Identifier (digital):: 1677550198

Illustration:: Illustrationen, Diagramme

Signature of the source:: ZS 312(31,B6)

Language:: English

Additional Notes:: Die Vorlage enthält insgesamt 3 Werke: Commission VI (Seiten 1-149); National reports (Seiten 1-110); Special sessions (Seiten 1-92)

Other Title:: Enthaltendes Werk: National Reports; Enthaltendes Werk: Special sessions

Usage licence:: Attribution 4.0 International (CC BY 4.0)

Editor:: Kraus, Karl; Waldhäusl, Peter

Corporations:: International Society for Photogrammetry and Remote Sensing, Congress, 18., 1996, Wien; International Society for Photogrammetry and Remote Sensing; International Society for Photogrammetry and Remote Sensing, Commission Economic, Professional, and Educational Aspects of Photogrammetry and Remote Sensing

Adapter:: International Society for Photogrammetry and Remote Sensing, Congress, 18., 1996, Wien; International Society for Photogrammetry and Remote Sensing; International Society for Photogrammetry and Remote Sensing, Commission Economic, Professional, and Educational Aspects of Photogrammetry and Remote Sensing

Founder of work:: International Society for Photogrammetry and Remote Sensing, Congress, 18., 1996, Wien; International Society for Photogrammetry and Remote Sensing; International Society for Photogrammetry and Remote Sensing, Commission Economic, Professional, and Educational Aspects of Photogrammetry and Remote Sensing

Other corporate:: International Society for Photogrammetry and Remote Sensing, Congress, 18., 1996, Wien; International Society for Photogrammetry and Remote Sensing; International Society for Photogrammetry and Remote Sensing, Commission Economic, Professional, and Educational Aspects of Photogrammetry and Remote Sensing

Publisher of the digital copy:: Technische Informationsbibliothek Hannover

Place of publication of the digital copy:: Hannover

Year of publication of the original:: 2019

Document type:: Volume

Collection:: Earth sciences

Chapter

Title:: Special Session

Document type:: Multivolume work

Structure type:: Chapter

Chapter

Title:: Introduction of GIS - A Strategic Decision. Dr.-Ing. Franz Steidler [...]

Document type:: Multivolume work

Structure type:: Chapter

echnical . GIS is range of :s of all nore the ce by all | discuss Obwohl ar nicht sichende rden die | müssen ert eine zung für führung ems has s of GIS ' various ocations. entation medium nitoring ves. eople do stakably turer for because the side sons and 2. WHY DO GIS PROJECTS OFTEN FAIL? For an organisation intending to introduce a GIS, there are five different layers of experience, which should be clearly distinguished: The organisation's top management The proposed project management level Personnel involved at the GIS level The system environment both at the hardware level and the system administration level 5 Proposed system implementation 4 39 2 -— The level of know-how and experience within these five categories are rather diverse from organisation to organisation according to a company's structure, history and area of responsibility. The top management is typically unaware of the impact of introducing a new information technology. The strategic potential possibilities are often underestimated. Through lack of communication between top management and the project team it is often the case that the final objectives of a system are not clearly understood. Top management must be prepared to backup the project management team with full support, including all necessary human and financial resources. Failure to recognise this fact will certainly force lower level managers to make decisions which exceed their level of expertise or responsibility. There is also the danger of creating a certain degree of antagonism between other departments which are more or less uninterested in GIS technology. The project management team often underestimates the time and effort as well as the necessary human resources at the project start. The potential of conflicts is considered a major problem and normally overlooked. If a conflict arises, such as a conflict concerning part of the data model, there is a lack of experience concerning the solution to the problem. Project managers are normally not trained to handle such problems. Lastly, project managers are normally not able to create an inter-departmental co-operation during the initial stages of a GIS into an organisation as a whole. The personnel involved at the GIS level are in fact the users. The first task for the users of a new system is to learn it's capabilities. When a GIS is first introduced, it's users are often new employees to the organisation or employees transferred from other departments with little or no training in GIS. These users typically have no idea concerning such issues as data modelling, data distribution, data interaction or inter-depart- mental co-operation. Once a system has been introduced there are often problems related to the acceptance by one depart- ment's users due to a dependency created by another depart- ment. At system environment level, the existing hardware and software components are often not considered from an overall point of view. Existing system administrative requirements may not be adequate and commercial databases may be neglected. Only a vague overview may be understood at this level. 81 The proposed system implementation shows a gap in the know- ledge of the feasibilities and possibilities of a modern GIS. Often benchmarks are not undertaken but rather brochures are studied. Project teams consider only maps and graphics with respect to cartographic aspects rather than analysing future business and work processes. Very seldom the present work processes are not analysed, and missing the know-how of performing a system definition. Due to these reasons many GIS projects fail. The costs are immense and in end all involved parties are frustrated. One solution to overcome these problems is to create a detailed procedure for outlining the steps involved in introducing a GIS. The introduction of GIS is unique in so far as the investment is high and the duration of time between the initial prototype to production until the first usage is very long. Therefore it should be defined as a strategic project, where the management is not only involved, it should even be guided by the management. Conflict management has to be provided as a tool. 3. OBJECTIVE ORIENTED INTRODUCTION OF GIS When starting a GIS project it is most important to define the objectives. At the top of a target pyramid, there are the strate- gic targets of the organisation. From these strategic targets the objectives of each department's requirements should be derived. This may take place in form of brainstorming and written requirement specifications. All results must be classified and organised. From these results the targets of end - users of applications can be derived. This will be the criteria for the requirements of the system. Figure 1 shows an example for deriving targets, subtargets and requirements. Strategic objectives objectives of departments spl umm targets NN NO requirements to system AL AL requirements to requirements to EDP organisation system Figure 1: Deriving requirements from objectives As an example, a strategic target may be an attractive industrial location. A subobjective might be the increase of competition and better use of diversification potential or more competent decisions. These result in the requirement to shorten the work process and make use of historic data. This suggests the system must support integrated data and a sophisticated International Archives of Photogrammetry and Remote Sensing. Vol. XXXI, Part B6. Vienna 1996

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