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Greg Babinski, MA, GISP
Finance & Marketing Manager
King County GIS Center
Seattle, WA
URISA Past-President
URISA GMI Comm...
Agenda
 Precursors: USM/NASA
 URISA’s GISCMM
 USDOLETA Geospatial Technology Competency Model
 GTCM and the Missing Ti...
Why Develop a Geospatial Competency Model?
For Business and Industry
For Workforce Investment Boards
For One-Stop Career C...
Precursor: USM/NASA Geospatial Competency Model
Precursor:
USM/NASA
Geospatial
Competency
Model
Precursor: USM/NASA
Geospatial Competency
Model
Municipal GIS Capability
Maturity Model
The Ubiquitous Municipal GIS
 GIS has become a common component of city &
county ...
Municipal GIS Capability
Maturity Model
Variations in Municipal GIS Operations
What causes variation in municipal GIS Oper...
Municipal GIS Capability
Maturity Model
Variations in Municipal GIS Operations
What causes variation in municipal GIS Oper...
Municipal GIS Capability
Maturity Model
When is GIS Development ‘Done’?
There are many ways to answer:
 With an external ...
Municipal GIS Capability
Maturity Model
What is a Capability Maturity Model?
 A tool to assess an organization’s ability ...
Municipal GIS Capability
Maturity Model
Why Develop a GIS Maturity Model?
To provide a means for any municipal GIS operati...
Municipal GIS Capability
Maturity Model
URISA’s Municipal GIS Capability
Maturity Model
 Maturity for the proposed model ...
Municipal GIS Capability
Maturity Model
 Enabling Capability:
 Technology
 Data
 Resources
 Infrastructure
 GIS prof...
Municipal GIS Capability
Maturity Model
Enabling Capability
Components:
URISA’s Municipal GIS Capability Maturity Model
Municipal GIS Capability
Maturity Model
Enabling Capability Assessment Scale:
URISA’s Municipal GIS Capability Maturity Mo...
Municipal GIS Capability
Maturity Model
Execution Ability
Components:
URISA’s Municipal GIS Capability Maturity Model
Municipal GIS Capability
Maturity Model
Execution Ability Assessment Scale:
URISA’s Municipal GIS Capability Maturity Model
2010 -URISA Commits to Develop Tier 9: The
Geospatial Management Competency Model
The GTCM is an element of the U.S. Depar...
GTCM and the Missing Tier 9 –
Management Competency
In 2010, DOLETA issued a Geospatial
Technology Competency Model (GTCM)...
2010 -URISA Commits to Develop Tier 9: The
Geospatial Management Competency Model
URISA GMCM Core Team:
 David DiBiase
 ...
Developing The
Geospatial
Management
Competency Model
Developing The Geospatial Management
Competency Model
2011 Washington GIS Conference:
GISCMM Review - GMCM Strawman Task F...
Developing The Geospatial Management Competency
Model: Strawman Draft
Developing The Geospatial Management Competency
Model: Strawman Draft
Developing The Geospatial Management Competency Model:
2011 GIS-Pro GMCM Task Force
GMCM Task Force (November 2011 – June ...
The Geospatial Management Competency Model
A Challenge:
 Competency Domains n=4
 Competency Clusters n=17
 Competencies...
The Geospatial Management Competency Model
Competency Domains n=4
Based on Hays Group
Management Model
 Manage yourself
...
The Geospatial Management Competency Model
Competencies n=74
Competencies The following list represents the GMCM Task Forc...
The Geospatial Management Competency Model
13. Comply with all relevant laws and regulations
14. Follow relevant professio...
27. Assess competition
28. Conduct client-focused needs evaluation
29. Develop business case and plan for developing and m...
44. Adjust the plan in response to changing environment
45. Apply QA/QC best practices
46. Monitor stakeholder satisfactio...
57. Implement policies that respect the purpose and role of public, private,
nonprofit, and academic organizations in the ...
The Geospatial Management Competency Model
68. Conduct regular financial analyses
69. Implement standard financial account...
The Geospatial Management Competency Model
URISA GMCM Task Force applied 74 competencies to
17 competency clusters
The Geospatial Management Competency Model
Public Review and Comment Period ended 31 March 2012
URISA GMCM Task Force revi...
The Geospatial Management Competency Model
and the URISA GIS Management Institute
GMBOK:
GIS Management
Body of Knowledge
...
Municipal GIS Capability
Maturity Model
References and Additional Reading
Capability Maturity Model, Wikepedia Article:
ht...
Municipal GIS Capability
Maturity Model
Additional Resources
Babinski, G. (2010-11). URISA GIS Management Institute. ArcNe...
Greg Babinski, MA, GISP
URISA Past-President
URISA GIS Management Institute Committee Chair
SUMMIT Chief Editor
Finance & ...
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URISA Develops the Geospatial Management Competency Model (GMCM) for USDOLETA

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This presentation at the 6th URISA Caribbean Conference outlined the development of the GMCM and the new URISA GIS Management Institute.

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URISA Develops the Geospatial Management Competency Model (GMCM) for USDOLETA

  1. 1. Greg Babinski, MA, GISP Finance & Marketing Manager King County GIS Center Seattle, WA URISA Past-President URISA GMI Committee Chair Summit Chief Editor URISA Develops the Geospatial Management Competency Model (GMCM) for USDOLETA November 14, 2012
  2. 2. Agenda  Precursors: USM/NASA  URISA’s GISCMM  USDOLETA Geospatial Technology Competency Model  GTCM and the Missing Tier 9 – Management Competency  URISA Commits to Develop the GMCM:  Washington URISA – 2011 GMCM Strawman Draft  GIS-Pro 2011- GMCM Task Force & Work Session  The URISA GMCM:  4 Domains, 17 Cluster Areas  74 Competencies  Public Review & Comment  Final Revisions  Publication  What to do with the GMCM?  Questions & Discussion
  3. 3. Why Develop a Geospatial Competency Model? For Business and Industry For Workforce Investment Boards For One-Stop Career Centers For Economic Developers For Educators and Training Providers For Students For Practitioners To Establish the Geospatial Professional Domain, separate from all other domains
  4. 4. Precursor: USM/NASA Geospatial Competency Model
  5. 5. Precursor: USM/NASA Geospatial Competency Model
  6. 6. Precursor: USM/NASA Geospatial Competency Model
  7. 7. Municipal GIS Capability Maturity Model The Ubiquitous Municipal GIS  GIS has become a common component of city & county government  All large and most medium sized cities & counties have established GIS operations  Many small sized jurisdictions have a GIS  31 of 39 Washington Counties have public web mapping capability implying GIS operations of some sort  Dozens of Washington cities are known to have GIS operations
  8. 8. Municipal GIS Capability Maturity Model Variations in Municipal GIS Operations What causes variation in municipal GIS Operations?  Each municipality is unique  City and county business focus often varies  Population  Nature and level of economic development
  9. 9. Municipal GIS Capability Maturity Model Variations in Municipal GIS Operations What causes variation in municipal GIS Operations?  GIS development history and funding  GIS operational budget and staffing  GIS strategic plan  Municipality’s institutional expectations  GIS operational vision – or lack of vision?
  10. 10. Municipal GIS Capability Maturity Model When is GIS Development ‘Done’? There are many ways to answer:  With an external focus?  Best practices  Benchmarking  With a theoretical focus?  Ideal design  Academic state of the art  With a capability focus?  With a maturity level focus?
  11. 11. Municipal GIS Capability Maturity Model What is a Capability Maturity Model?  A tool to assess an organization’s ability to accomplish a defined task or set of tasks  Originated with the Software Engineering Institute  Objective evaluation of software contractors  SEI published Managing the Software Process 1989  SEI CMM is process focused  Other applications of the capability maturity model concept:  System engineering  Project management  Risk management  Information technology service providers
  12. 12. Municipal GIS Capability Maturity Model Why Develop a GIS Maturity Model? To provide a means for any municipal GIS operation to gauge its maturity against a variety of standards and/or measures, including:  A theoretical ideal end state of GIS organizational development  The maturity level of other peer GIS organizations , either individually or in aggregate  The maturity level of the subject organization over time  The maturity level of the organization against an agreed target state (perhaps set by organizational policy, budget limitations, etc.)
  13. 13. Municipal GIS Capability Maturity Model URISA’s Municipal GIS Capability Maturity Model  Maturity for the proposed model indicates progression of an organization towards GIS capability that maximizes:  Potential for the use of state of the art GIS technology  Commonly recognized quality data  Organizational best practices appropriate for municipal business use  The Municipal GIS Capability Maturity Model assumes two broad areas of GIS operational development:  Enabling capability  Execution ability
  14. 14. Municipal GIS Capability Maturity Model  Enabling Capability:  Technology  Data  Resources  Infrastructure  GIS professional staff  Execution Ability:  Ability of the staff to maximize use of available capability  Ability to execute relative to normative ideal URISA’s Municipal GIS Capability Maturity Model
  15. 15. Municipal GIS Capability Maturity Model Enabling Capability Components: URISA’s Municipal GIS Capability Maturity Model
  16. 16. Municipal GIS Capability Maturity Model Enabling Capability Assessment Scale: URISA’s Municipal GIS Capability Maturity Model
  17. 17. Municipal GIS Capability Maturity Model Execution Ability Components: URISA’s Municipal GIS Capability Maturity Model
  18. 18. Municipal GIS Capability Maturity Model Execution Ability Assessment Scale: URISA’s Municipal GIS Capability Maturity Model
  19. 19. 2010 -URISA Commits to Develop Tier 9: The Geospatial Management Competency Model The GTCM is an element of the U.S. Department of Labor Employment and Training Administration’s (DOLETA’s) Competency Modeling Initiative (http://www.careeronestop.org/competencymodel/). For DOLETA, a “competency” is the capability to apply or use a set of related knowledge, skills, and abilities required to successfully perform “critical work functions” or tasks. A “competency model” is a collection of competencies that together define successful performance (Ennis 2008). The Competency Modeling Initiative promotes the development of industry-driven competency models in high- growth, high-demand industries. DOLETA identified “geospatial technology” as a high-growth industry in 2003.
  20. 20. GTCM and the Missing Tier 9 – Management Competency In 2010, DOLETA issued a Geospatial Technology Competency Model (GTCM) that specifies the foundational (Tiers 1-3), industry-wide (Tier 4), and industry sector- specific (Tier 5) expertise characteristic of the various occupations that comprise the geospatial industry (http://www.careeronestop.org/Competency Model/pyramid.aspx?GEO=Y) . Descriptions of individual geospatial occupations, including occupation-specific competencies and job requirements (Tiers 6-8), are published in DOLETA’s O*NET occupation database (http://www.onetonline.org/). The GMCM corresponds to Tier 9 of the GTCM.
  21. 21. 2010 -URISA Commits to Develop Tier 9: The Geospatial Management Competency Model URISA GMCM Core Team:  David DiBiase  Patrick Kennelly  Greg Babinski  Coordination with USDOLETA
  22. 22. Developing The Geospatial Management Competency Model
  23. 23. Developing The Geospatial Management Competency Model 2011 Washington GIS Conference: GISCMM Review - GMCM Strawman Task Force (May 2011) Greg Babinski, GISP, King County (WA) GIS Center Steve Beimburn, City of Seattle (WA) GIS Don Burdick, GISP, City of Bellingham (WA) GIS Amy Esnard, GISP, Multnomah County (OR) GIS George Horning, King County (WA) GIS Center Tami Griffin, Thurston County (WA) GIS Ian Von Essen, Spokane County (WA) GIS
  24. 24. Developing The Geospatial Management Competency Model: Strawman Draft
  25. 25. Developing The Geospatial Management Competency Model: Strawman Draft
  26. 26. Developing The Geospatial Management Competency Model: 2011 GIS-Pro GMCM Task Force GMCM Task Force (November 2011 – June 2012) David DiBiase (facilitator), GISP, CMS, Director of Education, Esri Greg Babinski, GISP, Finance & Marketing Manager, King County GIS Center Thomas Conry, GIS Manager, Fairfax County VA Peter Croswell, PMP, GISP, President, Croswell-Schulte IT Consultants Dianne Haley, DMH GIS Consulting Patrick Kennelly, Associate Professor of Geography, Long Island University and Penn State University Twyla McDermott, Corporate Strategic Technology Planning Manager, City of Charlotte NC Robert Ryan, CP, PLS, URS Corporation Rebecca Somers, President, Somers-St. Claire GIS Management Consultants Bruce Stauffer, Vice President, geographIT Dr. Chin-hong Sun, Professor of Geography, National Taiwan University
  27. 27. The Geospatial Management Competency Model A Challenge:  Competency Domains n=4  Competency Clusters n=17  Competencies: n=74
  28. 28. The Geospatial Management Competency Model Competency Domains n=4 Based on Hays Group Management Model  Manage yourself  Manage your team  Manage collaborations  Manage the work Competency Clusters n=17 A. Self-Management B. Human Resource Management C. Performance management D. Legal Affairs Management E. Communication F. Team Management G. Relationship Management H. Business Development I. Leadership J. Professional Development K. Strategic Planning and Action L. Work Management M. Geospatial Project Management N. Political Skills O. Contract Management P. Financial Management Q. Asset Management
  29. 29. The Geospatial Management Competency Model Competencies n=74 Competencies The following list represents the GMCM Task Force’s consensus (i.e., 80 percent agreement) about the minimum number of critical work functions that most geospatial managers need to be able to perform. The sequence corresponds roughly to the order of competency areas expect that recurring competencies are listed only once. 1. Keep up with technology trends 2. Keep abreast of developments that affect your organization 3. Apply sound decision making practices 4. Assess and improve your skills and performance regularly 5. Develop a geospatial staffing plan to meet business needs 6. Recruit and hire competent geospatial and support staff 7. Define geospatial work functions and assign appropriate staff 8. Establish clear performance expectations 9. Emphasize accountability 10. Acknowledge and encourage exceptional achievement 11. Remediate performance shortfalls effectively 12. Avoid conflicts of interest—actual and apparent
  30. 30. The Geospatial Management Competency Model 13. Comply with all relevant laws and regulations 14. Follow relevant professional codes of ethics 15. Communicate effectively in all forms, formats, and media 16. Communicate effectively to all sizes and types of audiences 17. Communicate the value of geospatial technology to decision makers and stakeholders 18. Foster an environment conducive to teamwork 19. Assemble, charge, and enable effective work teams 20. Help resolve conflicts among team members 21. Develop and maintain long-term client relationships 22. Develop collaborative relationships within the organization 23. Build relationships with other organizations to promote mutually advantageous partnerships and best practices 24. Maintain productive relationships with vendors 25. Identify business opportunities 26. Evaluate risk of new ventures
  31. 31. 27. Assess competition 28. Conduct client-focused needs evaluation 29. Develop business case and plan for developing and marketing new ventures 30. Develop and maintain strategic partnerships 31. Develop, promote, and protect the organization’s brand 32. Lead creative thinking about geospatial technology opportunities 33. Articulate a geospatial technology vision for the organization 34. Communicate geospatial program goals to stakeholders 35. Build consensus 36. Foster a culture of employee-driven process improvement 37. Mentor staff and colleagues 38. Prepare and implement a geospatial staff competency plan 39. Provide opportunities for continuing professional development 40. Encourage contributions to the profession 41. Develop a strategic plan with measureable goals and specific actions 42. Implement a strategic planning cycle 43. Align geospatial activities to support the organization’s strategic plan
  32. 32. 44. Adjust the plan in response to changing environment 45. Apply QA/QC best practices 46. Monitor stakeholder satisfaction 47. Improve efficiency 48. Adopt a customer service orientation 49. Apply project management knowledge and best practices 50. Understand and apply the geospatial technology components of projects (as outlined in the Department of Labor’s Geospatial Technology Competency Model) to accurately establish scope, resources, schedule and quality requirements for project success 51. Identify collaborative opportunities to achieve project goals 52. Manage a portfolio of projects effectively 53. Cooperate within political and professional organizations 54. Pursue goals tactfully in context of particular organizational cultures and governance structures 55. Identify potential political champions and engage their support 56. Honor jurisdictional responsibilities
  33. 33. 57. Implement policies that respect the purpose and role of public, private, nonprofit, and academic organizations in the marketplace 58. Prepare, negotiate, monitor, administer, and remediate contracts 59. Prepare Statements of Work (SOW) defining project objectives and requirements 60. Prepare competitive solicitations including project rationale and objectives, existing geospatial technology assets, desired services, and final deliverables 61. Prepare proposals including understanding of need, technical approach and proposed technology, final deliverables, schedule, budget, and relevant qualifications 62. Prepare objective selection criteria and scoring mechanism to fairly evaluate proposals 63. Develop service level agreements 64. Prepare and document budgets 65. Manage expenditures and income 66. Identify funding sources and obtain funding, including collaborative opportunities 67. Develop and manage a long term financial plan
  34. 34. The Geospatial Management Competency Model 68. Conduct regular financial analyses 69. Implement standard financial accounting procedures and controls 70. Assure accountability by periodic independent audits 71. Understand enterprise geospatial architecture 72. Ensure that geospatial technology infrastructure meets organization needs 73. Recognize geospatial data as a capital asset 74. Manage the asset lifecycle: a. Establish and maintain an up-to-date asset inventory b. Procure and upgrade assets c. Implement and periodically audit security procedures for assets such as work spaces, equipment, computer networks, data, and software d. Implement computer system back-ups and periodically test reliability of backup procedures e. Implement sound data management procedures
  35. 35. The Geospatial Management Competency Model URISA GMCM Task Force applied 74 competencies to 17 competency clusters
  36. 36. The Geospatial Management Competency Model Public Review and Comment Period ended 31 March 2012 URISA GMCM Task Force reviewed all comments:  Very few negative comments (<5%)  Broad consensus agreement  Use a matrix  Identify geospatial competencies GMCM Task Force agreed changes to the GMCM and submitted to USDOLETA 8 June 2012 USDOLETA approved the GMCM 20 August 2012 URISA now going back to the GISCMM and consider changes to align with the GMCM
  37. 37. The Geospatial Management Competency Model and the URISA GIS Management Institute GMBOK: GIS Management Body of Knowledge Municipal GIS Operations GCMM Accreditation GCMM: GIS Capability Maturity Model URISA Education ULA & UMA GIS Management Educational Program Accreditation GISCI GIS Managers Certification Component GMCM: Geospatial Management Competency Model
  38. 38. Municipal GIS Capability Maturity Model References and Additional Reading Capability Maturity Model, Wikepedia Article: http://en.wikipedia.org/wiki/Capability_Maturity_Model Accessed 8/3/2009). Selena Rezvani, M.S.W., An Introduction to Organizational Maturity Assessment: Measuring Organizational Capabilities, International Public Management Association Assessment Council, ND. Jerry Simonoff, Director, IT Investment & Enterprise Solutions, Improving IT investment Management in the Commonwealth, Virginia Information Technology Agency, 2008. Curtis, B., Hefley, W. E., and Miller, S. A.; People Capability Maturity Model (P-CMM), Software Engineering Institute, 2001. Niessink, F., Clerca, V., Tijdinka, T., and van Vlietb, H., The IT Service Capability Maturity Model, CIBIT Consultants | Educators, 2005 Ford-Bey, M., PA Consulting Group, Proving the Business Benefits of GeoWeb Initiatives: An ROI-Driven Approach, GeoWeb Conference, 2008. Niessink, F. and van Vliet, H., Towards Mature IT Services, Faculty of Mathematics and Computer Science, Vrije Universiteit Amsterdam, ND. Gaudet, C., Annulis, H., and Carr, J., Workforce Development Models for Geospatial Technology, University of Southern Mississippi, 2001.
  39. 39. Municipal GIS Capability Maturity Model Additional Resources Babinski, G. (2010-11). URISA GIS Management Institute. ArcNews, Fall, 2012. http://www.esri.com/news/arcnews/fall12articles/geospatial-society-the-gis-profession-and- urisas-gis-management-institute.html Babinski, G. (2010-11). URISA Proposes GIS Capability Maturity Model. ArcNews, Winter 2010/11. http://www.esri.com/news/arcnews/winter1011articles/urisa-proposes.html Croswell, P. (2009). The GIS Management Handbook: Concepts, Practices, and Tools for Planning, Implementing, and Managing Geographic Information System Projects and Programs. Kessey Dweitt Publications. DiBiase, D., T. Corbin, T. Fox, J. Francica, K. Green, J. Jackson, G. Jeffress, B. Jones, B. Jones, J. Mennis, K. Schuckman, C. Smith, and J. Van Sickle (2010). The New Geospatial Technology Competency Model: Bringing Workforce Needs into Focus. URISA Journal 22:2, 55-72. psu.edu/files/sites/file/DiBiase_etal_2010_GTCM_URISA_Journal.pdf Ennis, M. R. (2008). Competency Models: A Review of the Literature and the Role of the Employment and Training Administration (ETA). http://www.careeronestop.org/COMPETENCYMODEL/info_documents/OPDRLiteratureReview.pd f. HayGroup (2001). The Manager Competency Model. http://www.professionallearning. com/MCPBriefGuide.pdf PDRI, Inc., and Aguirre International (2005). Technical Assistance Guide for Development and Using Competency Models—One Solution for a Demand-Driven Workforce System. http://www.careeronestop.org/competencymodel/Info_Documents/TAG.pdf. U.S. Office of Personnel Management (2011). Competency Model for IT Program Management. http://www.chcoc.gov/transmittals/TransmittalDetails.aspx?TransmittalID=4058
  40. 40. Greg Babinski, MA, GISP URISA Past-President URISA GIS Management Institute Committee Chair SUMMIT Chief Editor Finance & Marketing Manager King County GIS Center 201 South Jackson Street, Suite 706 Seattle, WA 98104 206-263-3753 greg.babinski@kingcounty.gov www.kingcounty.gov/gis URISA Press Releases: • Geospatial Management Competency Model: http://www.urisa.org/gmcm_press • GIS Management Institute: http://www.urisa.org/gmi_pr

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