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 
alternative 
ried out by 
parameters) to 
ill greatly 
d 
  
  
  
  
= 19 - 
In practice, the task of design and decision making should probably be carried - 
© 
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..