This document outlines a 10-step process for conducting a return on investment (ROI) study to evaluate the benefits of a geographic information system (GIS) implementation. The steps include: 1) preparing for the ROI project; 2) identifying business opportunities through executive interviews; 3) prioritizing benefits; 4) constructing the GIS program; 5) defining project controls; 6) calculating costs; 7) quantifying benefits; 8) building a benefits roadmap; 9) calculating financial metrics like ROI, NPV, and IRR; and 10) drafting and delivering a final report. The goal is to link GIS opportunities to organizational objectives and quantify both the costs and tangible benefits to evaluate whether the program will create or destroy
The document outlines a 10-step process for conducting a return on investment (ROI) study to evaluate the benefits of a geographic information system (GIS) implementation. The key steps include: 1) preparing for the ROI project by identifying stakeholders and timelines, 2) identifying potential business opportunities for GIS through executive interviews, 3) prioritizing potential benefits, 4) constructing the GIS program, 5) defining project governance and team structure, 6) calculating costs, 7) quantifying potential benefits, 8) building a benefits roadmap, 9) calculating financial metrics like ROI, and 10) drafting and delivering a final report.
Steve Calder: Business Benefits of GIS: An ROI ApproachAGI Geocommunity
The document outlines an approach for building an ROI case to secure funding for geospatial technology investments. It involves a 10-step process to 1) identify business opportunities, 2) prioritize opportunities based on value and ease of implementation, 3) construct a GIS program to deliver benefits, 4) define project controls, 5) calculate costs, 6) estimate quantifiable benefits, 7) calculate financial metrics like ROI, 8) create a benefits roadmap, 9) present the case in a final report, and 10) obtain support and commitment across the organization. The approach aims to link GIS initiatives to strategic objectives and prove value in quantifiable terms.
The document discusses various techniques for assessing the environment, allocating resources, and planning for the future. It covers topics like environmental scanning, forecasting, benchmarking, budgeting, scheduling, charting, analysis using PERT and breakeven analysis, linear programming, project management, scenario planning, and contingency planning. The goal is to help managers anticipate changes, allocate resources efficiently, and prepare for unexpected events.
ReSAKSS-AfricaLead Workshop on Strengthening Capacity for Strategic Agricultural Policy and Investment Planning and Implementation in Africa
Safari Park Hotel, Nairobi, June 25th‐ 26th 2012
Project planning involves developing a schedule of interrelated tasks to complete a project within set timeframes and resource constraints. It is important for success as it saves time, money and prevents problems. Key steps include reviewing objectives and deliverables, creating a work breakdown structure (WBS), estimating activity durations and resource needs, sequencing tasks, developing a schedule, and identifying milestones and critical paths. Project planning requires team participation and plans may need to change as situations evolve. Information systems can help by processing input data to output useful project planning artifacts like schedules and task lists.
This document outlines a 10-step process for conducting a return on investment (ROI) study to evaluate the benefits of a geographic information system (GIS) implementation. The steps include: 1) preparing for the ROI project; 2) identifying business opportunities through executive interviews; 3) prioritizing benefits; 4) constructing the GIS program; 5) defining project controls; 6) calculating costs; 7) quantifying benefits; 8) building a benefits roadmap; 9) calculating financial metrics like ROI, NPV, and IRR; and 10) drafting and delivering a final report. The goal is to link GIS opportunities to organizational objectives and quantify both the costs and tangible benefits to evaluate whether the program will create or destroy
The document outlines a 10-step process for conducting a return on investment (ROI) study to evaluate the benefits of a geographic information system (GIS) implementation. The key steps include: 1) preparing for the ROI project by identifying stakeholders and timelines, 2) identifying potential business opportunities for GIS through executive interviews, 3) prioritizing potential benefits, 4) constructing the GIS program, 5) defining project governance and team structure, 6) calculating costs, 7) quantifying potential benefits, 8) building a benefits roadmap, 9) calculating financial metrics like ROI, and 10) drafting and delivering a final report.
Steve Calder: Business Benefits of GIS: An ROI ApproachAGI Geocommunity
The document outlines an approach for building an ROI case to secure funding for geospatial technology investments. It involves a 10-step process to 1) identify business opportunities, 2) prioritize opportunities based on value and ease of implementation, 3) construct a GIS program to deliver benefits, 4) define project controls, 5) calculate costs, 6) estimate quantifiable benefits, 7) calculate financial metrics like ROI, 8) create a benefits roadmap, 9) present the case in a final report, and 10) obtain support and commitment across the organization. The approach aims to link GIS initiatives to strategic objectives and prove value in quantifiable terms.
The document discusses various techniques for assessing the environment, allocating resources, and planning for the future. It covers topics like environmental scanning, forecasting, benchmarking, budgeting, scheduling, charting, analysis using PERT and breakeven analysis, linear programming, project management, scenario planning, and contingency planning. The goal is to help managers anticipate changes, allocate resources efficiently, and prepare for unexpected events.
ReSAKSS-AfricaLead Workshop on Strengthening Capacity for Strategic Agricultural Policy and Investment Planning and Implementation in Africa
Safari Park Hotel, Nairobi, June 25th‐ 26th 2012
Project planning involves developing a schedule of interrelated tasks to complete a project within set timeframes and resource constraints. It is important for success as it saves time, money and prevents problems. Key steps include reviewing objectives and deliverables, creating a work breakdown structure (WBS), estimating activity durations and resource needs, sequencing tasks, developing a schedule, and identifying milestones and critical paths. Project planning requires team participation and plans may need to change as situations evolve. Information systems can help by processing input data to output useful project planning artifacts like schedules and task lists.
This document discusses project management and some of its key concepts. It defines project management as applying knowledge, skills, tools, and techniques to project activities to meet requirements. Some benefits of project management are better efficiency, increased customer satisfaction, risk assessment, and quality. The document outlines several important project management tools and processes, including work breakdown structures (WBS), milestones, baselines, the triple constraint, project life cycles, Gantt charts, change control boards, stakeholders, change management, and risk management.
Improving the capital project allocation processjarobertson2
This document discusses improving a company's capital project evaluation process. It recommends using net present value (NPV) and payback period as key financial metrics to evaluate all investments using discount rates tailored to each business unit and project type. The discount rate is calculated as the cost of capital plus additional risk premiums for business and project risks. It evaluates several approaches to determining the cost of capital component, including the capital asset pricing model (CAPM) and market-derived methods. The document concludes by recommending using CAPM initially but evaluating empirical approaches over time, and focusing on proper implementation across the organization.
Project appraisal involves a critical examination of all aspects of a proposed project to analyze prospective costs and benefits and determine if committing resources is desirable. It is carried out through internal and external appraisal and considers social, economic, environmental, financial, administrative, commercial, and technical aspects. The appraisal process involves preliminary steps like reviewing documents for completeness and accuracy before analyzing aspects in detail to evaluate a project's viability.
The document discusses different approaches for evaluating and ranking multiple projects with constraints. It describes methods like ranking projects based on importance, and mathematical programming approaches like linear programming and integer linear programming models. These models aim to maximize objectives like net present value while considering constraints like limited capital budgets and project dependencies. The integer programming model is highlighted as being able to handle project interdependencies and capital projects that cannot be partially accepted.
This document discusses the importance and basics of project management. It explains that project management is about planning for potential issues and having solutions to avoid problems. All projects aim to turn ideas into realities, though risks still exist. Project management is crucial for organizations of all sizes when implementing new initiatives to develop products, services, or infrastructure. Proper project management provides business advantages through on-time goals, optimal resource use, and informed decision making.
This document outlines the methodology for project appraisal. It discusses how appraisal involves carefully reviewing project data, assumptions, plans, costs, financing, organization, and viability. It also examines projects from technical, financial, economic, institutional, and social perspectives. The goal of appraisal is to determine if a project is sound and justified from both an individual and economy-wide viewpoint. It describes how different sections analyze technical, financial, economic, and social aspects of a project. Finally, it discusses techniques for appraisal such as discounted and undiscounted cash flows, as well as the importance of considering incremental costs and benefits compared to a base case without the project.
This document discusses the classification and identification of projects. It defines a project as a scientifically planned work scheme to achieve specific objectives within a set time period. Projects are classified in several ways, including whether their benefits are quantifiable, the sector they fall under, their use of resources, and the institution financing them. Identifying projects involves collecting economic data to find investment opportunities in utilizing existing resources better, complementing current operations, or fundamentally changing a business. Project objectives must be specific, measurable, realistic, consistent with resources, and aim to complete the project on time and within budget while earning a profit. Both economic and social objectives are important to consider.
The document discusses the implementation of a Project Management and Control System (PMCS) at a company that develops, manufactures, and markets consumer food and beverage products. It describes problems at the company related to capital project execution and tracking. The PMCS was designed and implemented in phases, including educational overviews for managers, design of the system, and development of project plans. Key aspects of the PMCS included project structure, networking, scheduling, resources allocation, control systems, and SWOT analysis. The strategic relevance of improving project management was discussed.
Software sizing as an essential measure past present and future - Dan Galorat...Nesma
The document discusses different methods for software sizing, both historically and currently. It covers lines of code, functional sizes, story points, and more. It also discusses sizing commercial off-the-shelf (COTS) software by considering features, objects, and the required cognition. COTS cognition involves understanding features, referenced and configured tables, and input/output/inquiry services or classes. The percentage of COTS functionality required is also a factor. Overall, the document advocates that there are many viable sizing methods and standards are important, while not dismissing lines of code when appropriate.
Rick Collins presented on the importance of software size in cost estimating for defense programs. Recent studies by the GAO and others found that many defense programs experienced significant software size growth compared to initial estimates, with actual sizes being 20-60% larger than estimated. This consistent size growth across programs emphasizes the need for cost estimates to be based on actual size data from completed projects in order to establish credible and defensible estimates. Failing to account for likely size growth can lead to unrealistic budgets and schedules for new programs.
Project management involves applying processes, methods, skills, and experience to achieve project objectives on time and within budget. Key elements of project management include strategic planning, dividing projects into tasks, controlling progress, assigning roles to stakeholders like sponsors and project managers, and ensuring adequate resources. If the new IT project fails, the company could face penalties, bad publicity, and lost future contracts.
AJ USA Inc is a US-based company registered in Illinois that provides various engineering, IT, finance, and human resources services globally. It is considering partnerships with subsidiaries in Saudi Arabia and India. The company aims to deliver high-quality solutions and world-class services to help clients increase revenue through strategies in oil/gas, IT, finance, mergers and acquisitions, risk management, project management, and detailed engineering. AJ USA Inc values deploying talented people with the right tools to execute projects innovatively using technology.
This document discusses planning for benefits realization from projects and investments. It outlines key activities in developing a benefits plan such as finalizing measurements, obtaining stakeholder agreement, and producing a benefits plan and investment case. It also discusses executing the benefits plan, reviewing results, and monitoring benefits after implementation to evaluate what was achieved and identify further actions needed.
In this presentation, Chris Vizzuett shows a practical use of Earned Value Management and Earned Schedule Management to develop a project performance dashboard
ChangeDirector is a connected strategy, project portfolio, and benefits management tool that enables organizations to improve how they plan and execute strategy. It provides pre-configured views and templates to manage the strategy lifecycle from planning to performance management to project and portfolio management. ChangeDirector implementations typically take 2-4 months and provide high adoption rates and ROI through automation and insights that save time for stakeholders.
A summary of public information management bid results on CDOT projects compared to the engineers estimate and the value of the project. Information gathered from December 2019 to April 2020
Using ROI Methodology to Document the Benefits of King County GISGreg Babinski
Greg Babinski presented on a study conducted to document the return on investment (ROI) of the King County GIS program. The study found that between 1992-2010, King County GIS generated $775 million in net benefits from increased productivity across county agencies. The study used interviews and surveys of GIS users to compare productivity "with and without" GIS. Future steps include publishing results, refining the methodology, and encouraging more ROI studies to help justify further GIS development.
This presentation describes a Return on Investement study of King County GIS in Washington state, covering the period 1992 through 2010. The study was conducted by Dr. Richard Zerbe and Associates from the University of Washington School of Public Affairs.
This document discusses project management and some of its key concepts. It defines project management as applying knowledge, skills, tools, and techniques to project activities to meet requirements. Some benefits of project management are better efficiency, increased customer satisfaction, risk assessment, and quality. The document outlines several important project management tools and processes, including work breakdown structures (WBS), milestones, baselines, the triple constraint, project life cycles, Gantt charts, change control boards, stakeholders, change management, and risk management.
Improving the capital project allocation processjarobertson2
This document discusses improving a company's capital project evaluation process. It recommends using net present value (NPV) and payback period as key financial metrics to evaluate all investments using discount rates tailored to each business unit and project type. The discount rate is calculated as the cost of capital plus additional risk premiums for business and project risks. It evaluates several approaches to determining the cost of capital component, including the capital asset pricing model (CAPM) and market-derived methods. The document concludes by recommending using CAPM initially but evaluating empirical approaches over time, and focusing on proper implementation across the organization.
Project appraisal involves a critical examination of all aspects of a proposed project to analyze prospective costs and benefits and determine if committing resources is desirable. It is carried out through internal and external appraisal and considers social, economic, environmental, financial, administrative, commercial, and technical aspects. The appraisal process involves preliminary steps like reviewing documents for completeness and accuracy before analyzing aspects in detail to evaluate a project's viability.
The document discusses different approaches for evaluating and ranking multiple projects with constraints. It describes methods like ranking projects based on importance, and mathematical programming approaches like linear programming and integer linear programming models. These models aim to maximize objectives like net present value while considering constraints like limited capital budgets and project dependencies. The integer programming model is highlighted as being able to handle project interdependencies and capital projects that cannot be partially accepted.
This document discusses the importance and basics of project management. It explains that project management is about planning for potential issues and having solutions to avoid problems. All projects aim to turn ideas into realities, though risks still exist. Project management is crucial for organizations of all sizes when implementing new initiatives to develop products, services, or infrastructure. Proper project management provides business advantages through on-time goals, optimal resource use, and informed decision making.
This document outlines the methodology for project appraisal. It discusses how appraisal involves carefully reviewing project data, assumptions, plans, costs, financing, organization, and viability. It also examines projects from technical, financial, economic, institutional, and social perspectives. The goal of appraisal is to determine if a project is sound and justified from both an individual and economy-wide viewpoint. It describes how different sections analyze technical, financial, economic, and social aspects of a project. Finally, it discusses techniques for appraisal such as discounted and undiscounted cash flows, as well as the importance of considering incremental costs and benefits compared to a base case without the project.
This document discusses the classification and identification of projects. It defines a project as a scientifically planned work scheme to achieve specific objectives within a set time period. Projects are classified in several ways, including whether their benefits are quantifiable, the sector they fall under, their use of resources, and the institution financing them. Identifying projects involves collecting economic data to find investment opportunities in utilizing existing resources better, complementing current operations, or fundamentally changing a business. Project objectives must be specific, measurable, realistic, consistent with resources, and aim to complete the project on time and within budget while earning a profit. Both economic and social objectives are important to consider.
The document discusses the implementation of a Project Management and Control System (PMCS) at a company that develops, manufactures, and markets consumer food and beverage products. It describes problems at the company related to capital project execution and tracking. The PMCS was designed and implemented in phases, including educational overviews for managers, design of the system, and development of project plans. Key aspects of the PMCS included project structure, networking, scheduling, resources allocation, control systems, and SWOT analysis. The strategic relevance of improving project management was discussed.
Software sizing as an essential measure past present and future - Dan Galorat...Nesma
The document discusses different methods for software sizing, both historically and currently. It covers lines of code, functional sizes, story points, and more. It also discusses sizing commercial off-the-shelf (COTS) software by considering features, objects, and the required cognition. COTS cognition involves understanding features, referenced and configured tables, and input/output/inquiry services or classes. The percentage of COTS functionality required is also a factor. Overall, the document advocates that there are many viable sizing methods and standards are important, while not dismissing lines of code when appropriate.
Rick Collins presented on the importance of software size in cost estimating for defense programs. Recent studies by the GAO and others found that many defense programs experienced significant software size growth compared to initial estimates, with actual sizes being 20-60% larger than estimated. This consistent size growth across programs emphasizes the need for cost estimates to be based on actual size data from completed projects in order to establish credible and defensible estimates. Failing to account for likely size growth can lead to unrealistic budgets and schedules for new programs.
Project management involves applying processes, methods, skills, and experience to achieve project objectives on time and within budget. Key elements of project management include strategic planning, dividing projects into tasks, controlling progress, assigning roles to stakeholders like sponsors and project managers, and ensuring adequate resources. If the new IT project fails, the company could face penalties, bad publicity, and lost future contracts.
AJ USA Inc is a US-based company registered in Illinois that provides various engineering, IT, finance, and human resources services globally. It is considering partnerships with subsidiaries in Saudi Arabia and India. The company aims to deliver high-quality solutions and world-class services to help clients increase revenue through strategies in oil/gas, IT, finance, mergers and acquisitions, risk management, project management, and detailed engineering. AJ USA Inc values deploying talented people with the right tools to execute projects innovatively using technology.
This document discusses planning for benefits realization from projects and investments. It outlines key activities in developing a benefits plan such as finalizing measurements, obtaining stakeholder agreement, and producing a benefits plan and investment case. It also discusses executing the benefits plan, reviewing results, and monitoring benefits after implementation to evaluate what was achieved and identify further actions needed.
In this presentation, Chris Vizzuett shows a practical use of Earned Value Management and Earned Schedule Management to develop a project performance dashboard
ChangeDirector is a connected strategy, project portfolio, and benefits management tool that enables organizations to improve how they plan and execute strategy. It provides pre-configured views and templates to manage the strategy lifecycle from planning to performance management to project and portfolio management. ChangeDirector implementations typically take 2-4 months and provide high adoption rates and ROI through automation and insights that save time for stakeholders.
A summary of public information management bid results on CDOT projects compared to the engineers estimate and the value of the project. Information gathered from December 2019 to April 2020
Using ROI Methodology to Document the Benefits of King County GISGreg Babinski
Greg Babinski presented on a study conducted to document the return on investment (ROI) of the King County GIS program. The study found that between 1992-2010, King County GIS generated $775 million in net benefits from increased productivity across county agencies. The study used interviews and surveys of GIS users to compare productivity "with and without" GIS. Future steps include publishing results, refining the methodology, and encouraging more ROI studies to help justify further GIS development.
This presentation describes a Return on Investement study of King County GIS in Washington state, covering the period 1992 through 2010. The study was conducted by Dr. Richard Zerbe and Associates from the University of Washington School of Public Affairs.
The document summarizes the preliminary results of a study measuring the benefits and return on investment of GIS use in King County, Washington. 30 in-depth interviews and 175 surveys were conducted to assess how GIS has impacted productivity for individuals and agencies. Preliminary results from the survey responses indicate that GIS has increased labor productivity by reducing the time and staffing required for common tasks. The full report will monetize these benefits to compare them to the costs of implementing and maintaining GIS applications.
The document discusses making the business case for spatial data infrastructures (SDI) and geographic information (GI) initiatives like INSPIRE. It provides tips for understanding digital strategies, setting strategic directions, identifying costs and benefits, and quantifying benefits. Case studies show cost-benefit ratios of 1:3 to 1:4 are achievable. Successful business cases link initiatives to outcomes, are done for the right reasons in partnership, and have futureproof technology strategies.
Measuring Enterprise GIS Performance For the King County GIS CenterGreg Babinski
City councils, county auditors, and the public are more frequently expecting performance monitoring to ensure that public revenue is being spent well and that municipal services are cost-effective. GIS based analysis of various performance measures is a common application for many municipal, county, and regional government services.
But what if your agency expects performance measures of your GIS too? What if they expect performance measures and reporting within the context of your agencies budget process? Gasp! How can you turn performance monitoring into a tool that can help you manage your GIS better, build stakeholder support, and improve the budget process?
This presentation will outline the King County GIS (KCGIS) Center’s strategy and methods to embrace performance measurement and reporting.
Key aspects of the KCGIS Center’s portfolio of performance measures will be described. The process to identify valid measures and to establish linkages with key stakeholder agencies will be explained.
The importance of linking specific services that your GIS provides to key measures and ensuring that the factors that can affect the actual performance are clearly understood will be outlined. Finally, strategies to use performance measures as a tool to support your budget will be described.
The KCGIS Center approach may benefit other city, county, or regional enterprise GIS operations utilize performance measurement to manage and develop their programs.
Defining the Cost and Determining the Value of Enterprise GISGreg Babinski
This paper discussed common methods for funding municipal enterprise GIS, with a focus on the GIS O&M funding methodology utilized by King County (WA).
The document summarizes a GIS strategic plan for Washington D.C. that was developed through stakeholder outreach. Key findings were that the DC GIS program was successful but stakeholders wanted more involvement. The plan refined the mission statement and established six long-term goals. It proposed improving governance through an expanded committee and annual budget meetings. The plan also categorized GIS data and application platforms to guide investment strategies over the next five years.
The State of GIS in Washington & Oregon The 2014 GMI Metric SurveyGreg Babinski
The document discusses the results of the 2014 GMI Metric Survey on the state of GIS in Washington and Oregon. It provides an overview of the survey including the 233 participants, with 76 completing surveys from various organizations. The survey gathered information on organizational characteristics, resources, data, hardware, software, and performance metrics. The GIS Management Institute aims to use these metrics to provide organizational assessments and accreditation to help improve GIS operations and maximize benefits through improved management. Future plans include a public launch of the GIS assessment service and a journal issue on the GMI.
You Can’t Manage What you Don’t Measure URISA’s Proposed Municipal GIS Capab...Greg Babinski
This presentation was made by Greg Babinski as the luncheon keynote address at the 2011 Alaska State Surveying & Mapping Conference in Anchorage, AK on February 22, 2011.
A Proposed Municipal GIS Capability Maturity ModelGreg Babinski
The document proposes a Municipal GIS Capability Maturity Model to assess the development and operations of city and county GIS programs. It identifies two broad areas - enabling capability (e.g. technology, data, resources) and execution ability. Each area contains components that are rated on a scale from initial to optimized. The model is intended to allow municipalities to gauge their GIS maturity over time and against peer organizations. The author plans to survey Washington cities and counties to analyze data using the model and identify normative maturity levels.
Greg Babinski gave a presentation on using GIS (geographic information systems) to prospect for profits. GIS combines geographic theory, spatial analysis, and geospatial technology to help manage natural resources and communities on Earth's finite space. Studies have shown GIS provides significant ROI (return on investment) for organizations, such as delivering $776 million in net benefits for King County from 1998-2010. International reports also estimate the global geoservices industry generates $150-270 billion annually, comparable to the video game or airline industries.
IMPROVING ENTERPRISE GIS OPERATIONS VIA STAFF USAGE ANALYSIS AND SURVEYSGreg Babinski
Abstract: Effective enterprise GIS requires a team performing various distinct roles (management, programming, analysis, etc.). Gaudet, Annulis & Carr proposed a ‘Geospatial Technology Competency Model’ based on typical knowledge, skills, and abilities (KSA’s) associated with each GIS role. Each role includes typical outputs (maps, data, applications, etc.) that enterprise GIS customers expect. But what is the ideal mix of enterprise GIS-related roles and competencies? Within enterprise GIS, what KSA’s are being used and to what degree? How efficiently do GIS staff members apply KSA’s to deliver the outputs demanded? This paper outlines data from the King County GIS (KCGIS) Center’s staff activity time recording system (TRS). KCGIS TRS data will be analyzed against similar data collected from a 2004 survey of four-dozen city, county, and regional enterprise GIS operations in the Pacific Northwest. Examples will be presented to show how GIS activity statistics can be used to improve operational efficiency, develop meaningful budgets and long term staffing plans, improve hiring and professional development, and support individual career development.
GIS KNOWLEDGE SHARING: USING THE WEB FOR OPEN BUSINESS TO PROMOTE REGIONAL GI...Greg Babinski
Successful GIS operation requires access to detailed technical knowledge in a wide variety of subjects. Many small and medium sized GIS operations struggle, and some fail, because of a lack of appropriate technical knowledge. This presentation outlines how and why King County GIS utilizes a web based GIS knowledge sharing system to conduct its business openly. Open business and structured knowledge sharing can be useful to improve internal operations, enhance GIS staff knowledge and level of professionalism, and promote the success of regional GIS.
Delivered at 2002 URISA Annual Conference
No GIS is an Island How (and why) we should compare ourselves and share our s...Greg Babinski
This presentation was made at the Washington GIS Leaders Group forum on May 16, 2017, at the Washington GIS Conference in Tacoma. The focus is on the past history of collaborative information collection and sharing within the community of Washington GIS managers, but also on the lack of institutional knowledge or continuity. GIS managers in Washington state need a permanent means of conferring and collaborating, sharing research and resources, and developing the foundation for best practices.
QGIS for Landuse Planning in Peninsular MalaysiaAbbas Wahab
This slideshow I presented was base on my paper "QGIS as an alternative to proprietary GIS" which also won the Grand Prize Award aka MAMPU Open Source Award 2009 (Public Sector) at the MYGOSSON 2009, Putrajaya. Together, they were the founding material I used to expose and introduce to the National Open Source Software Interest Group, the general audience from both the Public and Private Sector as well the general public about a little known but powerful GIS software known as Quantum GIS (QGIS). The rest is history.
This is the geospatial management competency rating scale published by URISA's GIS Management Institute in 2015. I developed it based on a management competency rating scale developed by the National Institute of Health.
The document discusses plans to maximize the utility of data from the 2011 UK Census. It describes upcoming improvements to the Office for National Statistics (ONS) website and tools for accessing and analyzing census data. These include developing a web data access system with an application programming interface and data explorer. The changes aim to promote wider use of census outputs and help users analyze data. The first release of 2011 Census results is scheduled for July 2012, with subsequent releases incorporating these new online tools and capabilities.
This is the second to last issue of the British URISA (BURISA) Newsletter. It includes part 2 of my article detailing the first 50 years of URISA, BURISA's North American sister organization). See pp. 12-14.
GIS for Equity & Social Justice Best PracticesGreg Babinski
1. GIS is a powerful tool for analyzing social justice issues and helping government agencies apply an equity lens. It can help identify disadvantaged groups and ensure resources are allocated equitably.
2. The document outlines a conceptual lifecycle for using GIS for equity and social justice. Key aspects include exploratory issue analysis, community feedback, program analysis, monitoring, and effectiveness analysis.
3. Ensuring community involvement is important. GIS professionals should involve communities throughout the process to get input on social dynamics and ground-truth analysis. This helps avoid power imbalances and ensures maps serve community interests.
Examining the meaning of confederate civil war monumentsGreg Babinski
I examine the meaning of Confederate Civil War monuments. I determine that they, along with lynching of black Americans, were inter-related parts of a media campaign to reject the results of the Civil War and to proclaim a belief in continued racism and a justification for the dominance of black Americans by whites.
Martin Luther King, William Bunge, URISA, and GIS for Equity and Social Justi...Greg Babinski
This session will survey the use of geographic analysis and GIS for equity and social justice (ESJ). Beginning with the coincidence of Dr. Martin Luther King’s ‘I Have a Dream Speech’ and the first URISA Conference – both on Wednesday, August 28, 1963 – we will examine the pioneering work of Prof. William Bunge in the area of quantitative spatial analysis and applied geography for issues related to social change and justice in the United States and Canada. Bunge’s work related to theoretical geography anticipated the development of GIS. His work on the Detroit Geographical Expedition in 1968 and the Toronto Geographical Expedition in 1973 applied geography in the field for community based social issues.
In the early 1960’s Bunge received his PhD in Geography from the University of Washington where by coincidence Edgar Horwood was first applying computer technology for urban planning at the same time. Horwood’s work, and the first conference on August 28, 1963 led to the formation of the Urban and Regional Information Systems Association. We will survey research and publications related to Equity of Social Justice as reported in URISA conference proceedings, workshops, and the URISA journal during the past 55 years.
We will conclude the session by outlining how GIS is used for ESJ issues at King County (Washington) and other local agencies. King County was renamed in 2005 for Martin Luther King. King County is a leader in applying ESJ criteria in all of its priorities and programs. We will describe how King County GIS supports this work by creating a rich foundation of data and tools to put ESJ analysis into the hands of everyone within the county and communities that we serve. We will also present current work done both by other agencies and academic institutions.
This is a presentation that I made on August 13, 2012 to the leadership team of the Taiwan GIS Center and the Taiwan Geographic Information Society in Taipei, Taiwan.
2002 KCGIS O&M Issue Status Report #4: Status of Original GIS Capital Project...Greg Babinski
This report was commisioned by the King County (WA) GIS Techincal Committee. Its purpose was to document the results of the original King County GIS Capital Project and to identify any unmet deliverables for potential future development.
This was a five minute powerpoint presentation given at the 2014 URISA GIS-Pro conferendce in New Orleans. It is to be presented with the Beetle's song 'A Day in the Life' playing in the background.
URISA Geospatial Management Competency Model - Strawman DraftGreg Babinski
Strawman Draft GMCM developed during the 2011 Washington GIS COnference by Babinski, G., Beimburn, S., Burdick, D., Esnard, A., Griffin, T., Horning, G. and Von Essen, I
Flight of the Malfunction: My 2013 Trip to Morotai & WWII 13th AAF SitesGreg Babinski
These slides describe the background for my trip to Morotai: To travel to the little island where my dad, S/Sgt Walter Babinski, served in 1944 and 1945 as a B-24 Ball Turret Gunner in the 307th Bomb Group.
A Survey and Analysis of GIS Web Mapping Applications in Washington StateGreg Babinski
GIS web mapping applications are a common and inexpensive means to deliver basic GIS functionality for municipal employees and the public.
There is a growing citizen expectation within most regional and local governments that their agency will provide a public web mapping application. Agencies with adequate staff and technical resources find that they can meet both internal business needs for basic GIS functionality and provide a valued public service by deploying a web-based mapping application over the Internet. A small minority of public agencies also track and analyze statistics about their web mapping application usage.
This presentation will first present a high-level survey of web mapping application deployment across the State. Web mapping application deployment trends by types of jurisdictions will be described and surprising finding about the most common web mapping software solutions presented.
An introduction to the benefits of tracking web mapping application usage statistics will then be presented based on finding from a recent survey.
This session will be of value to GIS managers and developers who want to learn about the state of web-mapping application deployment in Washington and explore how they can track and analyze their web-based GIS users as an effective management tool.
Law and the Geoweb’ Panel Discussion. 2011 AAG ConferenceGreg Babinski
This document summarizes a workshop on law and the geoweb presented by Greg Babinski. It discusses the context of local government GIS operations, including that there are over 1,000 county and 2,500-5,000 municipal GIS operations in the US with limited budgets. It also notes that developing and maintaining GIS data is complex and expensive, and the ROI must be proven. The document outlines pressures on and limitations of local governments regarding the geoweb, and proposes ways to increase sharing of GIS data between public agencies and private industry while minimizing liability issues.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
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1. Greg Babinski, MA, GISP
King County GIS Center
Finance & Marketing Manager
URISA Past-President
URISA GIS Management Institute Founding Chair
FHWA GIS in Transportation Webinar
November 5, 2015
2.
3. Microsoft
Gates Foundation
Boeing
Paccar
Nordstrom's
Amazon
Starbucks
Port of Seattle
Weyerhaeuser
Univ. of
Washington
Google
Skype
Global Innovation
Exchange
Geography has always been a major integrative element in
municipal administration.
- Dr. Costis Toregas, President-Emeritus of the Public Technology Institute, (United Nations Conference on GIS)
Population: 1,931,000 (13th most populous US county)
Area: 2130 square miles (sea level to 8,000’)
39 incorporated cities
Viable agricultural and private forestry areas
Remote wilderness & watershed lands
King County: 13,000 employees & $9 billion biennial budget
4. King County GIS - Development History:
Originated with 1992 PlanGraphics study
1992 Benefit Cost Analysis
PlanGraphics identified 126 business applications and a
$22 million capital cost estimate
1992-1994 King County – Seattle Metro merger
1993 joint King County – Metro GIS scoping plan –
reduced $6.8 million scope approved by King County
Council
1993-1997 GIS capital project executed
1997 KCGIS O&M begins
2002 KCGIS Consolidation implemented
5. Return on investment (ROI) is the concept of an investment of some
resource yielding a benefit to the investor. A high ROI means the
investment gains compare favorably to investment cost. As a
performance measure, ROI is used to evaluate the efficiency of an
investment or to compare the efficiency of a number of different
investments. In purely economic terms, it is one way of considering
profits in relation to capital invested. (Wikepedia)
7. King County GIS - Development History
Originated with 1992 PlanGraphics study
1992 Benefit Cost Analysis
PlanGraphics identified 126 business applications and a
$22 million capital cost estimate
1992-1994 King County – Seattle Metro merger
1993 joint King County – Metro GIS scoping plan –
reduced $6.8 million scope approved by King County
Council
1993-1997 GIS capital project executed
1997 KCGIS O&M begins
2002 KCGIS Consolidation implemented
8. 2004 KCGIS Issue 4 Report:
Reduced budget delivered reduced scope
Only 15% of 126 applications completed via capital project
begun in 1993
Significant data deficiencies recognized
But ~350 desktop GIS users
9. 2010 KCGIS State of Development:
~480 desktop GIS users
100,000 annual internal web based GIS user sessions (~500
web mapping users)
2.2 million annual external web based GIS user sessions
50 GIS professionals
GIS use expanded from 12 to 35 county departments and
offices
But where are we really on the optimal development of GIS
in King County?
What was (is) our ROI?
Why had no-one asked about our ROI for 18 years?
16. Oregon/KCGIS GIS ROI Study Project
Conceived during 2009 URISA AC in Anaheim
Approach finalized during 2009 ULA in Seattle
State of Oregon & King County joint funding
KCGIS 2010 Priority Initiative
Managed by KCGIS Center
May 2010 RFP sent to targeted consultants
June 2010 consultant selection
17. KCGIS GIS ROI Study
Consultant Team from UW Evans School of Public Affairs:
Prof. Richard O. Zerbe
Danielle Fumia & Travis Reynolds
Pradeep Singh & Tyler Scott
18. KCGIS GIS ROI Study
Consultant Team from UW Evans School of Public Affairs:
Benefit-Cost Analysis Center
Society for Benefit-Cost Analysis
19. KCGIS GIS ROI Study
Scope of Work:
Literature Review
Qualitative Interviews (n = 30)
Quantitative Survey (n = 200)
Final ROI Report
Revised Interview/Survey Instruments for future
studies
20. Zerbe Methodology:
‘With versus without’ research design.
What would have happened if KCGIS applications had not been
implemented and how is King County better off having them?
Literature review and qualitative interviews will identify key
benefits associated with GIS applications (e.g., increased
productivity).
Questionnaire will allow assessment of the extent to which these
benefits have been realized across different groups of users of GIS
applications, as opposed to what these users would have done in the
absence of GIS applications.
By comparing the ‘with and without’ scenarios, we can assess and
monetize the added value of the GIS applications to compare to the
costs of implementation, maintenance, and/or additional training.’
KCGIS GIS ROI Study
21. With or without survey methodology:
How has GIS altered agency output levels?
Benefits associated with FTE reductions to produce the same (pre-GIS)
level of output
Benefits associated with enhanced production with the same FTE levels
Three stage analysis:
Face-to-face structured interviews of agency heads and key employees
to assess the types of applications and business uses. Interviews were
used to build the online employee survey.
Online survey of GIS-user employees and managers across King County
to record their pre and current (or with vs. without) GIS productivity by
output types.
Interview and survey results were compiled by output type, agency,
and productivity levels. Results were then monetized.
Monetized benefits compared to detailed GIS capital, O&M,
and end-user costs
KCGIS GIS ROI Study: Methodology
24. PERTINENT SURVEY QUESTIONS
Please estimate the number of each output you currently produce (in 2010), being clear
about the time frame (per day, per year, etc.). Also state the total number of outputs
from your agency (if known), and the number of employees and full-time employees
(FTEs) currently working on producing this output.
If you answered that you did not produce a given output in the previous section, you may
skip the personal production questions.
How many units of this output do you personally produce? Choose # of units:
How many units of this output do you personally produce Per Unit of Time:
What percent of your time do you spend producing each output now? (%)
What percent of your time do you spend producing each output now: Per Unit of
Time:
Number of Employees in your workgroup (including you) currently producing this
output:
Total FTEs in your workgroup (including you) currently producing this output:
KCGIS GIS ROI Study: Methodology
25. PERTINENT SURVEY QUESTIONS
Again, the outputs commonly produced by your agency are listed below in the first column. If
you were not present when the output was produced without GIS, please answer No to the
first question but provide your best estimate for the remaining questions.
For each output, please indicate how having GIS has impacted labor productivity for you
personally and for your agency overall.
Did you personally produce this output without GIS?
How many units of this output did you personally produce prior to GIS? Choose # of units:
How many units of this output did you personally produce Per Unit of Time prior to GIS:?
What percent of your time did you spend producing each output prior to GIS?
What percent of your time did you spend producing each output Prior to GIS: Per Unit of
Time:
Number of Employees in your workgroup (including you) producing this output prior to
GIS?
Total FTEs in your workgroup (including you) producing this output prior to GIS?
KCGIS GIS ROI Study: Methodology
26. KCGIS GIS ROI Study Results
Theoretical basis for cost and benefit calculations
29. “The most conservative estimate presented
finds that the use of GIS has produced
approximately $775 million in net benefits
over the eighteen year period from 1992 to
2010….
…a reasonable estimate of total gains is
between $180 million and $87 million in
2010.”
KCGIS GIS ROI Study Results
30. Some Further Questions:
At what stage is King County in the total potential business use
of GIS?
Are the KCGIS results ‘good’?
How do we know?
Do we need similar studies of other large counties?
Do we need similar surveys of mid-sized cities, where GIS
funding is often in jeopardy?
Are government agency officials not now compelled to pursue
full GIS development?
KCGIS GIS ROI Study
32. The Value of Danish GIS address data (2010): COWI A/S
Other GIS ROI Documentation Studies
33. The Value of Spatial Information in the Australian Economy (2008)
ACIL-Allen
Other GIS ROI Documentation Studies
34. Other GIS ROI Documentation Studies
The Value of Spatial Information for Local Government Service Delivery in
England and Wales (2010)
ConsultingWhere & ACIL-Allen
35. Canadian Geomatics
Environmental Scan and
Value Study (2015): ACIL-
Allen, ConsultingWhere,
Fujitsu, & Hickings Arthurs
Low
Other GIS ROI Documentation Studies
38. URISA’s GIS Management Institute
Enhancing GIS Operational Effectiveness & ROI
2014 GMI GIS
Metric Survey
found a negative
correlation
between agency
size and GIS
resources with
number of GIS
user support
provided
R=(-)0.2652)
39. URISA’s GIS Management Institute
Enhancing GIS Operational Effectiveness & ROI
King County GIS 2015 Self-
Assessment
GIS-T 2014: Half-day GMI GIS
Assessment Workshop
40. URISA’s GIS Management Institute
Enhancing GIS Operational Effectiveness & ROI
Babinski’s Theory of GIS Management:
As GIS Operational Maturity Improves, ROI Increases
41. Proposed Future Research
Enhancing GIS Operational Effectiveness & ROI
Cross-Sectional Study of GIS Capability, Maturity, Metrics & ROI:
Study of at least 30 GIS operations
Proposed study target: medium sized cities or counties (100K +/-
25%) in the US and Canada
Study focused on current GIS ROI
Each agency required to:
Complete a current, validated GMI GIS Assessment (Metrics,
Capability, Process Maturity, Management Competency)
Participate in a parallel GIS ROI analysis against the Zerbe GIS
ROI methodology
Make the specifics of their results publically available for
research and analysis
Zerbe research team will analyze and report on the causal
relationship between GIS metrics, capability, maturity, performance,
and ROI
42. Greg Babinski, MA, GISP
URISA Past-President
GIS Management Institute Founding Chair
Finance & Marketing Manager
King County GIS Center
(206) 477-4402
greg.babinski@kingcounty.gov
www.kingcounty.gov/gis
@gbabinski
KCGIS ROI Study:
http://tinyurl.com/KCGISROI
URISA GMI: www.urisa.org