The GIS Capability Maturity Model Maximize Benefits from Enterprise GIS Operations The GIS Management Institute®

The GIS Capability Maturity Model
Maximize Benefits from Enterprise GIS Operations
The GIS Management Institute®
URISA GMI Webinar
17 September 2014
Instructors
Greg Babinski, GISP
Amy Esnard, GISP

The GIS Capability Maturity Model
Workshop Author:
• Greg Babinski, MA, GISP, King County GIS Center
Contributors:
• Al Butler, GISP
• Allen Ibaugh, AICP, GISP
• GIS Management Institute® Committee
Workshop Reviewers:
• Jochen Albrecht
• Savannaha Mentzer
• Matt Morey
4/6/2016 Copyright @ URISA 2014 2

Does your GIS operation utilize GIS
Best Practices?
Please vote:
Yes
No

Introductions:
• Name and job title
• Name of your agency
• Type of agency
• Size of your agency
• What percent complete is your GIS?

Workshop Outline
1. Context: The ongoing geospatial revolution
2. Development and purpose of the URISA GIS Capability Maturity
Model:
– What is a capability maturity model?
– Origins of the GIS Capability Maturity Model
– The URISA Geospatial Management Competency Model
– Development of the URISA GIS Capability Maturity Model
3. The URISA GIS Capability Maturity Model – Hands-on, Step by
Step
4. The role of the GIS CMM in the GIS Management Institute®
– The role of the GIS Management Institute® in enhancing sustainable
GIS
– The role of the GIS Management Institute® in developing professional
GIS managers
– The GIS Management Institute® - next steps

Workshop Resources
1. URISA Geospatial Management Competency
Model
2. URISA GIS Capability Maturity Model
3. URISA GIS Capability Maturity Model
Glossary:
http://www.urisa.org/clientuploads/director
y/GMI/GISCMM_Glossary_5-8-14_Final.pdf

THE ONGOING GEOSPATIAL
REVOLUTION
Section 1:

The last 50 years have seen a
Geospatial Revolution
• Developed upon a foundation of geographic theory
• Enabled by the development of computing and
information technology
• Built upon digital data with location attributes
• Aided by allied geospatial technology
• Turned into a viable business support tool by
geospatial software
• Move away from GIS as a standalone piece of software
• Growing societal awareness of geospatial power

The last 50 years have seen a
Geospatial Revolution
• Developed upon a foundation of geographic theory
• Enabled by the development of modern computers and
information technology
• Built upon digital data with location attributes
• Aided by allied geospatial technology
• Turned into a viable business support tool by
geospatial software
• Transformed into a successful revolution by combining
all these components into geographic information
system (GIS) operations
• Supported by cadres of GIS professionals and managers

The current state of the Geospatial
Revolution
• Geospatial technology has been proven beyond
question as a key tool for effective government
administration and business processes.
• Geospatial technology has become ubiquitous
within private industry, agriculture, research,
academics, and for use by citizens.
• A growing body research proves that geospatial
technology delivers significant financial return on
investment.

The Geospatial Revolution
• A key tool for government and business
process…

• Within the grasp of everyone…

Theoretical basis for GIS cost
and benefit calculations.
After Prof. R. O. Zerbe
• Delivers significant financial benefits…

The next 50 years of the Geospatial
Revolution
• Geospatial technology will benefit
government, business, and society in new and
unanticipated ways.
• GIS will continue to provide financial benefits
to those who employ it.
• Small cadres of professionals within GIS
operations will support large bodies of end-
users.

King County GIS Organizational Structure, supports 35
county departments and offices, plus outside customers

King County GIS Center has 28 professional staff and a
budget of over $5 million per year.

King County GIS Center support more than 4,600
discrete users

The next 50 years of the Geospatial
Revolution
• Geospatial technology will benefit government,
business, and society in new and unanticipated ways.
• GIS will continue to provide financial benefits to those
who employ it.
• Small cadres of professionals within GIS operations will
support large bodies of end-users.
• How can we measure the effectiveness of GIS
operations?
• What can we as GIS professionals do to improve the
future benefits to society from GIS operations?

DEVELOPMENT AND PURPOSE OF THE
GIS CAPABILITY MATURITY MODEL
Section 2:

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

Why is thinking about capability &
process maturity important?

Origins of the GIS Capability Maturity
Model
• Why are there variations in enterprise GIS
Operations?
– Unique aspect of each agency?
– Level of resources provided for GIS?
– Variations in our ability to use GIS resources?
– Forgetting where we are in the GIS development
cycle?
– GIS operations with similar resources sometimes get
different results! Why?

Model
• Where is your GIS on the development cycle?
• How can we refocus on the GIS development
cycle?

Model
• There are many ways we can focus on the GIS
development cycle:
– 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

Model
Originated in 2009 as a purely academic exercise:
• 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

Enabling Capability Components:
What we buy or acquire for our GIS
operation…
Execution Ability Components:
How we utilize what we have acquired for
our GIS…
Model

Very Simple
Questionnaire
Enabling capability
rating scale based on
NSGIC Geospatial
Maturity Assessment
Scale
Model

Execution ability rating scale based on SEI CMM
Model
Very Simple Questionnaire

2009 State of Washington Survey Results Presented at URISA Annual Conference:
Origins of the GIS Capability
Maturity Model

2009 State of Washington Survey Results Presented at URISA Annual Conference:
Model

URISA Steps In and Adopts the GIS
Capability Maturity Model

2010 ArcNews Article in URISA GIS Management Column
Babinski’s Theory of GIS Management: As GIS Operational Maturity Improves, ROI Increases
URISA Steps In

URISA Steps In
• 2010: David DiBiase Proposes that URISA develop the
Geospatial Management Competency Model (Tier 9 of the
USDOLETA Geospatial Technology Competency Model)
• 2011: DiBiase, Babinski & Kennelly form URISA GMCM
Committee
• 2011: Babinski convenes GIS Managers Task Force at
Washington GIS Conference to:
– Create GMCM ‘Strawman’ Draft
– Review and revise the GIS Capability Maturity Model
• 2011: At GIS-Pro in Indianapolis, GMCM Committee revises
Strawman Draft and by early 2012 Publishes GMCM for
peer-review.

Final Peer-Reviewed URISA GMCM:
 Published in June 2012
 Adopted by USDOLETA August 2012
 18 Competency Clusters
 74 individual competencies
http://www.urisa.org/resources/geospatial-management-competency-model/
URISA Develops the Geospatial Management
Competency Model for the U.S. Department of Labor

The ‘Ah-ha!’ moment….
GIS operational process maturity (aka the GIS
Capability Maturity Model)
and…
GIS management capability (aka the Geospatial
Management Competency Model)
Can both best be defined against…
A body of geospatial management best practices
and standards, or a GIS Management Body of
Knowledge

The ‘Ah-ha!’ moment (Part 2):
No one has ever defined
GIS management best practices

URISA Steps In
• 2010: David DiBiase Proposes that URISA develop the
Geospatial Management Competency Model (Tier 9 of the
USDOLETA Geospatial Technology Competency Model)
• 2011: DiBiase, Babinski & Kennelly form URISA GMCM
Committee
• 2011: Babinski convenes GIS Managers Task Force at
Washington GIS Conference to:
– Create GMCM ‘Strawman’ Draft
– Review and revise the GIS Capability Maturity Model
• 2011: At GIS-Pro in Indianapolis, GMCM Committee revises
Strawman Draft and by early 2012 Publishes GMCM for
peer-review.

 2011 State of Washington – GIS Managers Daylong Review Session
 2012 –2013 GMI Committee Begins Review & Revision Process
 2013 Peer-Review Cycle
 GIS Capability Maturity Model Adopted and Published in October 2013
Developing the revised, peer-reviewed
URISA GIS Capability Maturity Model

2013 Revised Model Framework:
Enabling Capability (EC) Component
EC1. Framework GIS Data
EC2. Framework GIS Data Maintenance
EC3. Business GIS Data
EC4. Business GIS Data Maintenance
EC5. GIS Data Coordination
EC6. Metadata
EC7. Spatial Data Warehouse
EC8. Architectural Design
EC9. Technical Infrastructure
EC10. Replacement Plan
EC11. GIS Software Maintenance
EC12. Data back-up and security
EC13. GIS Application Portfolio
EC14. GIS Application Portfolio Management
EC15. GIS Application Portfolio O&M
EC16. Professional GIS Management
EC17. Professional GIS Operations Staff
EC18. GIS Staff Training and Professional Development
EC19. GIS Governance Structure
EC20. GIS is Linked to Agency Strategic Goals
EC21. GIS Budget
EC22. GIS Funding
EC23. GIS Financial Plan
Execution Ability (EA) Component
EA1. New Client Services Evaluation and Development
EA2. User Support, Help Desk, and End-User Training
EA3. Service Delivery Tracking and Oversight
EA4. Service Quality Assurance
EA5. Application Development or Procurement
Methodology
EA6. Project Management Methodology
EA7. Quality Assurance and Quality Control
EA8. GIS System Management
EA9. Process Event Management
EA10. Contract and Supplier Management
EA11. Regional Collaboration
EA12. Staff Development
EA13. Operation Performance Management
EA14. Individual GIS Staff Performance Management
EA15. Client Satisfaction Monitoring and Assurance
EA16. Resource Allocation Management
EA17. GIS data sharing
EA18. GIS Software License Sharing
EA19. GIS data inter-operability
EA20. Legal and policy affairs management
EA21. Balancing minimal privacy with maximum data
usage
EA22. Service to the community and to the profession
Developing the revised, peer-reviewed
URISA GIS Capability Maturity Model

Section 1: The Ongoing Geospatial Revolution
Section 2: Development and Purpose of the URISA GIS
Capability Maturity Model
Discussion:
 Comments?
 Questions?

THE URISA GIS CAPABILITY MATURITY
MODEL HANDS-ON, STEP BY STEP
Section 3:

Section 3: The URISA GIS Capability
Maturity Model:
• Part A - Enabling Capability
• Process:
• Work independently
• Be objective but critical
• Record your preliminary rating for your organization
• Make notes
• How can you validate your rating?

Enabling Capability Components
For each question in the ‘Enabling Capability’ section, read the brief
description. Check the implementation category
[ ] 1.00 Fully implemented
[ ] 0.80 In progress with full resources available to achieve the
capability
[ ] 0.60 In progress but with only partial resources available to
achieve the capability
[ ] 0.40 Planned and with resources available to achieve the
capability
[ ] 0.20 Planned but with no resources available to achieve the
capability
[ ] 0.00 This is desired, but is not planned
[ ] Not Applicable (This is a non-numeric response that requires an
explanation of why this component should not be considered in
assessing the operation.)

Complete assessment for each data
layer:
a. Geodetic Control
b. Cadastral
c. Orthoimagery
d. Elevation
e. Hydrography
f. Administrative Units
g. Transportation
Does the agency have access to adequate framework GIS data
to meet its business needs? For the GISCMM, framework data
corresponds to jurisdiction-wide common base layers as defined
by the agency to meet its business needs.
For reference, refer to the NSDI framework data layers (see
http://www.fgdc.gov/framework/).
See also EC2, below)
Maintenance
layer:
a. Geodetic Control
b. Cadastral
c. Orthoimagery
d. Elevation
e. Hydrography
f. Administrative Units
g. Transportation
Are data stewards defined for each framework GIS data layer
and the data is maintained (kept up to date) to meet business
needs?
 Refer to EC6 for description of the ideal data environment.
 There could very likely be multiple stewards
 The Enterprise GIS responsibility is that there are no gaps in
coverage
 In performing the assessment, every framework component
should be covered

layer:
a. Example: situs address
b. Name:
c. Name:
d. Name:
e. Name:
Does the agency have access to adequate business data (non-
framework GIS data) to meet its business needs?
 Need for data based on agency business needs, therefore
this data will vary from agency to agency; specific business
data layers will not be comparable from agency to agency
 Agency completing the assessment should name at least 5
but no more than 10 business data types. These business
data layers should also be assessed under EC4, below.
Maintenance
layer:
a. Example: situs address
b. Name:
c. Name:
d. Name:
e. Name:
Does the agency have data stewards defined for each business
GIS data layer and is the data is maintained (kept up to date) to
meet business needs?
 Also refer to EC3 above for business
 Refer to EC7 below, for ideal data environment

EC5. GIS Data Coordination Is there an enterprise GIS data coordination function and/or
committee to rationalize framework and business GIS data
development, access, and maintenance?
 This could be a function of a GIO (chief geographic
information officer), a governance function, or an enterprise
GIS office function, depending on desired level of formality
or institutionalization.

EC6. Metadata Is metadata available and maintained for all framework and
business data layers?
 Is there a rationale for accepting any data without
metadata?

EC7. Spatial Data
Warehouse
Is an enterprise spatial data infrastructure in place that includes a centralized
production database environment available for GIS data stewards to compile
the official version of framework and business spatial data?
 Is a separate spatial data warehouse available for GIS users to access and
download the official published version of the data for GIS applications?
 Is there a consistent data structure and are there consistent practices for
effective data maintenance, posting and processing?
 Is the enterprise GIS the authoritative source of spatial data for the
organization?

EC8. Architectural
Design
Does an architectural design exist that defines the current state and planned
future development of the technical infrastructure? Does the architectural
design guide the investment in GIS technical infrastructure?
 Does the GIS Architectural design support the business architecture and all
business activities, per the Zachman Framework (or similar)?
 Does it align with agency IT standards and architecture?
 Does the agency analyze architectural gaps and drive IT standards and
architectural design criteria?
 Note that architectural design(8) and Technical infrastructure (9) are
interrelated

EC9. Technical Infrastructure Is there technical infrastructure in place to maintain and operate
the GIS and to meet the agency business needs?
 Meeting agency business needs should be defined against
agreed performance criteria. Technical infrastructure
includes hardware (servers, storage, desktops, input and
output peripherals), network components, operating
system, and GIS software.
 Note that architectural design(8) and Technical
infrastructure (9) are interrelated
EC10. Replacement Plan Is there a plan in place and implemented to replace technical
infrastructure components (hardware, network components,
current imagery, and other procured data) that have a defined
‘end of useful life?

EC11. GIS Software
Maintenance
Is GIS software available and adequate to meet agency business
needs and is it under maintenance to ensure long term support
and development?
 If open-source’ GIS software is used, is alternate support
and development capability available and are the real costs
of operation and maintenance accounted for?

EC12. Data back-up and
security
Is a computer back-up system in place to ensure the security of
GIS data and applications?
 Is the backup system is tested periodically by tests to
restore sample data?
 Is system security in place to control internal and external
access to GIS data and applications as appropriate?
 Is a GIS data archiving and preservation program in place?

Management
Is the agency’s GIS application portfolio managed to a common
design and development framework?
O&M
Is the agency’s GIS application portfolio kept viable via ongoing
support and application maintenance?
EC13. GIS Application Portfolio If required to meet the needs of agency GIS users/clients, is a
portfolio of custom or off-the-shelf GIS or GIS enabled
applications available?

EC16. Professional GIS
Management
Is the agency GIS managed by a qualified manager with
appropriate education, experience, and credentials?
EC17. Professional GIS
Operations Staff
Is the agency GIS operated and maintained by an adequate staff
with appropriate professional qualifications?
 For purposes of the GISCMM, adequate operational staffing
is defined as meeting the ‘roles’ defined by the Geospatial
Technology Competency Model – see:
http://www.careeronestop.org/CompetencyModel/pyramid.as
px?GEO=Y.
EC18. GIS Staff Training and
Professional Development
Do the agency GIS manager and other professional staff have
access to on-going training to maintain and develop their
technical and operational knowledge, skills, and abilities?

EC19. GIS Governance
Structure
Does the agency have a formal GIS governance structure that
links the GIS operation both to users and to key decision
makers?
 For some agencies (very small or with well-oiled enterprise
GIS) a formal committee structure may not be required. A
formal committee is a traditional practice, but in everyday
practice, many agencies proceed without such a formal
committee structure.
Does the agency’s governance address:
 Long-range planning
 Stakeholder satisfaction
 Ability for business stakeholders to leverage initiatives
EC20. GIS is Linked to Agency
Strategic Goals
Does the GIS as it exists have a defined responsibility and a
clearly defined role in supporting the strategic goals of the
agency?

EC21. GIS Budget Does the GIS operation develop a comprehensive budget that
includes (at a minimum) labor, hardware, software, data,
consulting, and training costs?
 This mean either a separate GIS budget or embedded
budget components that the GIS manager has input on and
can base planning and programs upon as the budget is
expended.
EC22. GIS Funding Does the GIS organization have adequate funding for (at a
minimum) labor, hardware, software, data, consulting, and
training costs?
EC23. GIS Financial Plan Does the GIS organization have a financial plan that includes a
funding model (where the money is coming from) and that also
projects future episodic costs for equipment, imagery, and other
data replacement?

Maturity Model:
• Part A - Enabling Capability
– Process:
• Take a short break – back in 10 minutes maximum
• Those of you with colleagues from your own agency,
now compare your initial assessments
• Compare and discuss your ratings for 10 minutes:
– Focus on areas of disagreement
– How can you come to consensus?
– What are your key deficiencies?

Maturity Model:
Part B – Execution Ability
Process:
– Work independently
– Be objective but critical
– Record your preliminary rating for your
organization
– Make notes
– How can you validate your rating?

For each question in the ‘Execution Ability’ section, read the brief question and description. Check
the implementation category that best describes your agency’s current status. Feel free to include
any clarifying comments or questions.
[ ] Level Five: Optimized processes
[ ] Level Four: Managed and measured processes
[ ] Level Three: Defined processes
[ ] Level Two: Repeatable processes
[ ] Level One: Ad-hoc processes
Execution Ability Components

EA1. New Client Services
Evaluation and Development
How does the GIS operation evaluate new agency business needs
for GIS services and develop plans to respond to new client
service requests?
 This component should include a timeline/turn-around
response focus.
 Are new services evaluated against the agency strategic
plan?
 Are new services evaluated against ROI criteria…does it
make financial sense?
 Level 5 – optimized process – requires looking at existing
services also and evaluating them to provide optimized
services.

EA2. User Support, Help Desk,
and End-User Training
How does the GIS operation support end users, including user
guides, help documentation, training, and ad-hoc help-desk
and/or on-site support?
 This component should include a timeline/turn-around
response focus
 This should include a ‘train-the-trainer program.

EA3. Service Delivery
Tracking and Oversight
How does the GIS unit monitor and evaluate client service
delivery?
EA4. Service Quality
Assurance
How does the GIS operation ensure the quality of services
provided to clients?
 This should also recognize the quality that can be provided
may be dependent upon the time available to meet the
client’s needs

EA5. Application
Development or Procurement
Methodology
How does the GIS operation develop custom GIS applications?
 Do GIS applications align with and support business needs?
 How does the GIS Operation preform requirements
development and development execution strategy, including
build vs. buy decision?
 How does the GIS Operation manage GIS application
development when in-house programming is not included
within the GIS operation?
 This should also recognize the quality that can be provided
may be dependent upon the time available to meet the
client’s needs

EA6. Project Management
Methodology
How does the GIS operation manage projects for which it is
responsible?
 Projects could be either executed in-house or by an outside
contractor.

EA7. Quality Assurance and
Quality Control
How does the GIS operation assure a reasonable and appropriate
level of quality for projects and for ongoing GIS system operation,
to meet defined business needs?
 System operations include database maintenance and spatial
data warehouse processes.
 Data is a key enterprise GIS component for effective QA/QC.
 Perhaps there are several processes against which this
maturity component should be applied.

EA8. GIS System
Management
How does the GIS operation manage the core GIS systems that it
is responsible for?
 GIS system management includes system administration,
database administration, network administration, system
security, data backup, security, and restore processes, etc.
 If these functions are managed within the GIS Operation,
there should be defined procedures/best practices. But if the
functions are provided outside the GIS operation, these
procedures and best practices should form the basis for well-
defined service level agreements.

EA9. Process Event
Management
How does the GIS operation manage GIS system process
events?
 Typical process events include planned hardware and
software upgrades, unplanned hardware failure and data
loss and restore events.
 This should include well defined change management best
practices, for both routine/batch processes, and for
significant system upgrades/modifications.

EA10. Contract and Supplier
Management
How does the GIS operation manage its purchasing and
contracting processes to ensure the best value for the supplies
and services that it acquires?

EA11. Regional Collaboration How does the GIS operation manage regional collaboration to
ensure that opportunities to share in the development and
operation of data, infrastructure, and applications are pursued,
and that the agency’s GIS is leveraged to benefit other potential
local partners?

EA12. Staff Development How does the GIS operation manage the process of hiring and
developing its staff to ensure that individual staff member skills
are developed appropriate to current and emerging technical
and business needs?
 How does the GIS operation ensure that its staff resources
meet its operational requirements for individual GIS
competencies, including back-up and succession planning?
 A best practice would include a well-defined and effective
performance management and appraisal system.
 A key objective would be minimizing risk to the
organization, while enhancing staff effectiveness and
productivity.

EA13. Operation Performance
Management
How does the GIS operation manage performance of its
operations as a whole?
 This is the single key indicator of organizational process
maturity and execution ability? Perhaps an organization’s
rating in this area would serve as a ceiling for its overall
rating.

EA14. Individual GIS Staff
Performance Management
How does the GIS operation manage individual employee staff
performance?

EA15. Client Satisfaction
Monitoring and Assurance
How does the GIS operation monitor, assess, and assure the
satisfaction of its clients?
 Ideally, clients should be surveyed to indicate their
satisfaction with individual projects and with the enterprise
GIS operation as a whole.

EA16.
Resource Allocation
Management
How does the GIS optimize use of its operational staff and of
other resources at its disposal, both to minimize costs and to
achieve maximum overall effectiveness for the enterprise?
 This should include a global correlation between an
organization’s resources and the services that it provides,
both internal and external.

EA17. GIS data sharing Is GIS data sharable and is it shared? How does the GIS
operation leverage shared and sharable GIS data to maintain
effectiveness and minimize cost and redundant functions?

EA18. GIS Software License
Sharing
Are GIS software licenses sharable and are they shared?
 How does the GIS operation leverage shared and sharable
GIS software to maintain effectiveness and minimize cost
and redundant services?

EA19. GIS data inter-
operability
Are agency framework and business geospatial data sources
capable of being integrated and accessed in a technically
appropriate and efficient manner?

EA20. Legal and policy affairs
management
Are the GIS organization’s activities conducted to comply with
appropriate legal and policy guidelines and requirements?
 Does the GIS organization promote appropriate changes to
the legal and policy framework to support effective
enterprise GIS operations?

EA21. Balancing minimal
privacy with maximum data
usage
Does the GIS operation adhere to open data sharing principles
to the maximum potential while minimizing administrative
hurdles and roadblocks?
 Does the GIS operation apply the maximum care to ensure
the security of the minimum domain of restricted
confidential data?

EA22. Service to the
community and to the
profession
Does the GIS operation support the GIS Certification Institute‘s
and the URISA GIS Code of Ethics ‘Contributions to the
Profession’ guidelines?
 Does the GIS operation support and encourage efforts by its
staff members for appropriate professional outreach,
educational, and community service activities related to
GIS?

Maturity Model:
Part B – Execution Ability
Process:
– Reconvene and compare and discuss your ratings
for 15 minutes:
• Focus on areas of disagreement
• How can you come to consensus?
• What are your key deficiencies?

Maturity Model:
General Comments and Discussion

THE ROLE OF THE GIS CMM IN THE GIS
MANAGEMENT INSTITUTE®
Section 4:

Improving future benefits from geospatial
technology: The GIS Management Institute
• URISA GIS Management Institute®
• GMI Goal:
• The GIS Management Institute® helps organizations
identify and implement enterprise GIS management
practice improvements.
• GIS managers, anywhere in the world, will increase
return on investment and maximize the effective use of
GIS for their enterprise business goals with GMI
products and services.
• URISA Received GIS Management Institute Charter
from the U.S. Patent and Trademark Office in 2013.

URISA GIS Management Institute®
Business Need:
• GIS professionals and practitioners invest considerable time and
money for their initial education and continual training, yet recognized
professional practice standards and guidelines are lacking in the GIS
profession.
• Public agencies and private entities have invested very large sums of
money to develop and operate their enterprise GIS and program
specific GIS operations, yet best-practices and investment validation
for GIS operations are both lacking.
• Worldwide, most GIS managers, professionals, and practitioners
continue to deliver value to society through the work that they do.
• But there remains a need for an environment where best practices and
professional standards can be developed, validated, and promoted to
maximize the value and effectiveness of GIS operations.
• These are the needs that the GIS Management Institute® will meet.

GMI Core Products and Services:
• The GIS Management Institute® already has two key
products that are central to its core strategy:
• The Geospatial Management Competency Model (GMCM)
for managers
• The GIS Capability Maturity Model. (GISCMM) for GIS
organizations
• The GIS Management Body of Knowledge (GMBOK) will be
a third key product of the GMI.
• In addition a GMI Glossary has been developed to support
GMI services.

GMI Core Products and Services:
• The GISCMM and the GMBOK will also be used to develop an on-
line subscription based organizational assessment and accreditation
service for enterprise GIS operations anywhere in the world.
• Subscribers to the service will populate the GMI database with
metrics on their own GIS configuration, maturity assessment, and
performance metrics.
• Their subscription will then provide them access to the GMI
database to analyze the effectiveness of individual GIS management
best practices and to compare their GIS operations against peer
agencies worldwide.

GMI Core Strategy:
• The GMI core strategy is to help those who deploy, operate, and manage
GIS organizations enhance their personal competency, and improve the
effectiveness and ROI from their investment in GIS.
• The GMI will mobilize volunteer GIS professionals (to be called GMI
Associates) to create the GMBOK, comprised of individual GIS Best
Practices.
• The GMBOK will be developed by starting with frameworks that have
already been developed by URISA, such as the GMCM and the GISCMM.
• Topics for individual GIS Management Best Practices will be developed
from the 23 capability and 22 maturity components of the GISCMM.
• Each topic will include a narrative of the best practice, a policy template,
recommended metrics, a description of required professional
competencies to support the best practice, and recommended learning
objectives to inform the development of a curriculum to teach the best
practice.

GIS Management Institute®
Conceptual Diagram

GIS Management
Institute®
Conceptual Diagram

• New URISA GMI Service: Enterprise GIS
Assessment/Accreditation:
– Online survey instrument
– Self assessment with validation mechanisms
– Compilation of bench marking metrics
– Evaluation against GISCMM
– Manager assessment against GMCM
– Feedback report with benchmark analysis and
development recommendations
– Future GMI Maturity Level Accreditation

Enhancing Sustainable Enterprise GIS

Enterprise GIS Metric Report
Template

Enterprise GIS Capability Assessment
Report Template

Enterprise GIS Data Assessment
Report Template

Enterprise GIS Maturity Assessment
Report Template

Enhancing professionalism for GIS managers
The competency of the GIS manager is one of the key
success factors for an effective enterprise GIS

Enterprise GIS Management
Competency Report Template
Assessing the competency of a GIS manager against the Geospatial
Management Competency Model

The GIS Capability Maturity Model and
the GIS Management Institute®
Attendee Discussion and Feedback
Do you have any:
– Questions?
– Suggestions?
– Criticisms?
– Ideas for using the GISCMM of the GIS
Management Institute?
– Other comments?

Do we need to develop best practices
for GIS management?
Please vote by getting involved:
Yes
No
www.urisa.org/main/gis-management-institute/

GISCMM Development Contributors:

Contributors:

Instructor Contact
Information
Greg Babinski, MA, GISP
URISA Past-President
URISA GMI Committee Chair
W: www.urisa.org/main/gis-management-institute/
Finance & Marketing Manager
King County GIS Center
201 South Jackson Street
MS: KSC-IT-0706
Seattle, WA 98104 USA
P: 206-477-4402
F: 206-263-3145
E: greg.babinski@kingcounty.gov
T: @gbabinski
W: www.kingcounty.gov/gis

Instructor Contact
Information
Amy Esnard, MSc, GISP
URISA Director, Board of Directors
URISA GMI Committee Liaison to the Board of Directors
W: www.urisa.org/main/gis-management-institute/
GIS Consultant - Strategic Business Analysis
Hood River, Oregon
P: 503-385-5230
E: amilution@gmail.com
in: amy-esnard

The GIS Capability Maturity Model Maximize Benefits from Enterprise GIS Operations The GIS Management Institute®

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