Developing Greater Professionalism in GIS Project Management

Bill Haaker Senior Project Manager ASI Technologies 1935 Jamboree Drive Colorado Springs, CO 80920 Developing Greater Professionalism in GIS Project Management Introduction Project management is widely regarded as a critical success factor in the development and implementation of GIS technology. The success or failure of a GIS project depends largely on the experience, insights, and knowledge of the project manager. Surprisingly, the discipline of project management has received little attention from GIS sponsors and implementers in local government. Few GIS project managers receive training in project management and most lack the skills and competencies necessary to successfully manage a GIS implementation. As a result, many GIS projects in local government are being poorly managed and are in risk of failing. GIS project sponsors and managers are urged to increase their understanding and application of project management knowledge and practices and become advocates for developing greater professionalism in GIS project management. The following paper presents a overview of the benefits of project management to GIS projects, describes the key project management knowledge areas and processes, and explains a number of organizational influences, unique to local government, that hinder the successful application of project management practices. A recommended process for the self-education of GIS project managers is presented. Finally, a course of action is proposed for GIS sponsors to develop a support infrastructure for the professional development of GIS project managers. Benefits of Project Management The Project Management Institute (PMI), a non-profit professional organization dedicated to advancing the state-of-the-art in the management of projects, defines project management as the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project. It involves balancing the competing demands of scope, cost, time, and quality. For decades companies in the construction, engineering, and defense industries have successfully utilized project management to perform very large and complex projects. Interest in project management has increased dramatically over the past ten years as traditional functional-type organizations discovered the benefits of applying project management skills and processes within a dynamic and multidisciplinary business environment. Project management is now viewed as a Absolute Page Number 466 1

framework for more proactive management through project planning, control, risk management, and customer orientation. The benefits of project management include: Improved communication among project participants Increased understanding of the project Accurate projection of resource requirements Mechanism for performance measurement Greater monitoring and tracking of milestones Identification of problem areas Clarification of project goals Control of project scope Quantification of project risk Prioritization of activities Better understanding of client/user needs and goals It is important to understand that the most successful applications of project management occur when the following business conditions exist: The undertaking is a high priority to the organization. The undertaking is a unique endeavor. A multi-disciplinary effort is required. Access to some resources is limited. Work must be completed over a relatively short period of time. Project management has limited benefit when applied to ongoing work that involves repetitive activities daily operations such as manufacturing, selling, distribution, and client service. The development and implementation of a GIS is an inherently project-oriented undertaking. Project Management Knowledge Areas and Processes As project management is adopted by more organizations and applied to increasingly complex projects, particularly in the field of information technology (IT), the number project failures has increased. According to a 1996 survey of 360 firms by the Standish Group International 42% of corporate IT projects were canceled prior to completion. The inability of project managers to successfully meet project goals for budget, schedule, and quality has disappointed many senior executives and project sponsors. A survey of 376 CEOs by the CSC Index and the American Management Association recently reported that 50% of IT projects fail to meet CEO expectations (Dow Jones, 1998). Why do some projects fail and others succeed? The evidence would suggest that the project management skills and competencies of the project manager (or lack of) will greatly influence the outcome of a project. According to one study, the overwhelming majority of project failures Absolute Page Number 467 2

were not caused or could be explained by a single technological issue. Major problems were identified as being sociological in nature rather than technological (Demarco and Lister, 1988). Another study singled-out the project manager, specifically identifying negative or poor project leadership as the primary cause of project failure (Zimmerer and Yasin, 1998). What are the project management skills and competencies that a project manager should possess? PMI has organized what is considered to be generally accepted project management knowledge and practices into nine knowledge areas and their processes. As described in the PMI standards document A Guide to the Project Management Body of Knowledge (PMBOK Guide) these nine knowledge areas and processes are as follows: 1.) Project scope management the processes required to ensure that the project includes all the work required and only the work required, to complete the project successfully. 2.) Project time management the processes required to ensure timely completion of the project. 3.) Project cost management the processes required to ensure that the project is completed with the approved budget. 4.) Project quality management processes required to ensure that the project will satisfy the need for which it was undertaken. 5.) Project human resources management the processes required to make the most effective use of the people involved with the project. 6.) Project communications management the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and disposition of project information. 7.) Project risk management the processes concerned with identifying, analyzing, and responding to project risk. 8.) Project procurement management the processes required to acquire goods and services from outside the performing organization. 9.) Project integration management the processes required to ensure that the various element of the project are properly coordinated. The PMBOK Guide has been viewed as the de facto international standard defining what project management skills and knowledge project managers should have. While much of this knowledge is unique to project management there is overlap with other management disciplines namely general management knowledge and practice and application area/technical knowledge and practice. GIS project managers should understand the relationship project management has with these other disciplines and recognize that it is more important for project managers to develop leadership and management skills than technical knowledge (Shahlin, 1998). Absolute Page Number 468 3

Organizational Influences on GIS Project Management Outside of traditional public works/infrastructure projects, project management has not been widely applied in local government. While successfully adopted by private businesses, federal and state government agencies local government remains a last frontier for project management (Goldstein, 1997). Local government has been slow to adopt project management partially because a number of unique environmental and organizational factors hinder its successful application. A GIS project manager should be aware of these factors and of the influence they may have on the project. Organizational Influences Local governments are poorly organized for project success. Most local governments are structured along functional specialties (e.g., engineering, planning, property assessment) with each agency or department maintaining a hierarchical structure and bureaucratic autonomy. This organizational structure facilitates the management and performance of projects within the boundaries of the particular department. However, projects that require interdepartmental cooperation and multidisciplinary participation, such as a GIS project, are poorly served in functional and weak matrix organizations. Resources shared across functional departments are typically constrained by restrictions and availability. GIS project managers within this type of organization have limited authority across department boundaries. With little of no project staff reporting to them the GIS project manager s role can be more properly described as that of a project coordinator or leader. To improve the effectiveness of the GIS project manager some cities and counties have Budget Cycles The life cycle of a GIS project typically spans multiple years. Reliable project funding and consistent management support are essential during each project phase. Unfortunately, the uncertainties caused by annual budget cycles make it difficult for GIS project managers in local government to plan and control project activities and resources. Many GIS projects are negatively affected because funding is reduced, delayed, or lost. Organizational Priorities Changes in organizational priorities due to external factors (e.g., elections, nature disasters, and scandals) can frequently affect a GIS project. Since a GIS project is not considered essential to the mission of a local government project resources, funding, and management support are vulnerable to the many crisis that confront public organizations. As a result, contingencies must be made to minimize the impact caused by these interruptions. Senior Management Most senior managers in local government do not understand GIS or project management. As a result the GIS project manager may not receive the management support necessary to be successful. GIS project management may not be considered a full-time job and the GIS PM will be required to retain some operational responsibilities and duties. Absolute Page Number 469 4

GIS project managers should also recognize that a GIS project is a risky endeavor. Most senior managers in local governments are viewed as risk averse and for good reason. Project failures usually end up on the ten o clock news. Thorough project planning and excellent project communications are project management skills appreciated by senior management. Project Staffing Project participants are frequently assigned to a project either because they are not busy or because their contribution to the primary business activity of their department is considered nonessential. They are typically on loan to the project from the department. When both the project and the department need the same worker, at the same time, the PM may have difficulty holding them to their committed assignments. Project Tracking Tracking project baselines for cost, schedule, and quality can be difficult in local government. Target milestones for the completion of major project phases or tasks (if established) are frequently subject to delays due to a change in organization priorities, project funding, and resource availability. Tracking project costs may be troublesome, as project personnel are usually not required to charge their time directly to a project task or activity. Project cost overruns are likely to occur when expenditures are difficult to track. Assessment of Project Success GIS project success in local government is difficult to assess. In general, projects have traditionally been considered successful if they were completed on schedule, within budget, and achieved a specified level of performance or quality. This criterion has been expanded recently to include a fourth measurement the satisfaction or acceptance of the customer/end user (Kerzner, 1996). The standard measures of project efficiency was the project completed on time and within the specified budget are difficult for local governments to track and therefore assess. The assessment of project success may also differ depending on your point of view. Projects perceived as successful by their developers can be viewed as failures by their end users and vice versa. The Denver International Airport is a good example of this. Additionally, the relative importance of success criteria may change with time (Shenhar, Levy, and Dvir, 1997). Project cost overruns become less important over time if the project value or client satisfaction also increases over time. GIS project managers are encouraged, early in the project, to develop the criteria for assessing project success. Professional Development of GIS Project Managers GIS project managers must recognize that the success of their project is dependent upon their ability to plan, coordinate, manage, and control the various tasks and resources necessary to meet project goals for schedule, budget, and quality. The quantitative and behavioral skills needed to manage complex IT projects are evolving to meet the changing priorities of business objectives (Kerzner, 1996). Because project management is not widely adopted by local governments GIS project managers do have access to a support infrastructure to further their professional Absolute Page Number 470 5

development. GIS project managers must therefore proactively develop their project management skills and competencies with a systematic process of continuous learning and improvement. This process involves the following steps: 1.) Identification of the necessary skill-sets for project management. 2.) Development of the proper mind set for project management. 3.) Implementation of a learning strategy for continuous improvement and professional growth. Identify the Necessary Skill Sets for Project Management Most GIS project managers in local government are unprepared to manage a project as complicated and involved as a GIS implementation. Few can claim previous GIS project management experience. The individual typically hired or assigned the responsibility for implementing the GIS has a relatively strong technical background, a solid understanding of local government operations, and a modest knowledge of general management practices. However, most GIS project managers lack an understanding of generally accepted project management knowledge and practices. As described previously the PMBOK Guide can serve as an excellent framework and basic reference for GIS project management. GIS project managers are encouraged to study the nine project management knowledge areas and processes Develop the Project Manager Mind Set A recurring theme in project management literature is that successful project managers share a common mind set or attitude toward their work (Shenhar and Nofzinger, 1997; Suda and Meltzner, 1997; Bado, 1997). This mind set describes the core personality characteristics underlying an individual s capability to perform the job of project manager. While a definitive set of characteristics has not been developed there are a number of common behaviors that contribute most to a project manager s effectiveness: Sense of ownership Results and action oriented Long-term perspective Maintains a systematic view Focused on excellence Builds coalitions and relationships GIS project managers should be aware of the behaviors that characterize the project management mind set and that these behaviors can be developed on an individual basis. Implement a Learning Strategy for Continuous Improvement The following strategies are suggested for GIS project managers interested in pursuing the process of learning project management. They are based on the author s personal experience and ongoing program for professional development. Become a member of the Project Management Institute (PMI). With over 35,000 members PMI is the world s leading organization for project management. Joining PMI is an important first Absolute Page Number 471 6

step in expanding your awareness of modern project management. PMI is an excellent resource on a complete range of project management topics and issues. Membership in PMI is also symbolic; you are demonstrating a commitment to your professional development as a project manager. Gather and read project management literature. With project management undergoing significant change it is imperative that project managers stay well informed on their profession. Membership in PMI includes monthly issues of PM Network and quarterly issues of the Project Management Journal. These periodicals cover a wide range of project management issues and are considered must reading for project managers. PMI is also a repository for project management related information with over 400 books and publications on project management available for purchase. Attend a seminar or workshop on project management. Project management seminars and workshops provide the opportunity to learn and practice new skills and interact with project managers from other industries. PMI offers many seminars throughout the year on project management fundamentals and emerging hot topics. Additionally, there are numerous continuing education programs that offer comprehensive professional development curriculums and certifications on project management. Most seminars are based on PMI s standards and project management framework. Attend a conference on project management. Since GIS conferences currently do not adequately address project management issues GIS project managers would be well served to attend at least one project management conference each year. Major project management conferences that are annually held include; PMI s Annual Conference, Project World, and Frontiers in Project Management. Pursue certification as a Project Management Professional. PMI s Project Management Professional (PMP) certification is intended to provide official and public recognition of the capabilities of an individual in the field of project management. The PMP title is earned after demonstrating a long-term commitment to project management professionalism, passing a rigorous exam on the PMBOK areas and processes, and endorsing a code of ethics. In pursuing PMP certification the GIS project manager can gain a thorough understanding of the project management knowledge areas and processes. Many organizations have recognized the value of PMP certification to both the individual and organization and have incorporated it into the career path for project management professionals. Implement a project management software tool. Project management software is an important tool for planning project tasks, controlling schedule baselines, and communicating project status. It should be a requirement for the management of any project as large and complex as a GIS project. Beware that the selection of available project management software can be overwhelming. It is important to recognize that to be successfully applied these tools require a fair knowledge of project management skills and processes. Learn from other project managers. Behind every successful GIS implementation is a successful GIS project manager. Learn about these projects and introduce yourself to the responsible PM. Pay particular attention to the behaviors and competencies they credit for their success. These individuals are usually very willing to provide assistance and consultation. Experienced GIS project managers are encouraged to mentor or coach new project managers. Absolute Page Number 472 7

GIS project managers in local government should also look carefully at the project management practices of outside client organizations like contractors and consultants. Many of these organizations have developed sophisticated techniques and procedures for managing multiple GIS projects. The success of these organizations is a direct result of how competent they are in project management. Gaining exposure to the best project management practices from both the public and private sectors is one of the best methods for learning new skills and techniques. GIS Project Management Support Infrastructure A support infrastructure for the professional development of GIS project managers in local government is needed. The outline of a proposed infrastructure to address the perceived weakness and needs of GIS project managers is presented. Four major areas for development have been identified: 1.) Identification of GIS project management competencies (competency model) 2.) Development of GIS project management competencies 3.) Documentation of the processes necessary to prioritize, launch, manage, and close GIS projects 4.) Research and communication of best GIS project management practices Identification of GIS project management competencies The hiring and selection of the GIS project manager is one of the most important responsibilities GIS sponsors will perform. Unfortunately, assessing GIS project manager candidates and their ability is difficult because the critical project management and leadership skills, competencies, and behaviors necessary to successfully manage a GIS project have not been identified. A number of studies have presented models for project management and leadership competencies that can provide the basis for developing a model for GIS project management competency (Waller, 1997; Suda and Meltzner, 1996). These models were developed by studying the best, most successful and forward thinking project managers within an organization or group. The behaviors, knowledge, and skills those superior project managers demonstrated more often and with better results than average project managers were identified as competencies. Development of GIS project management competencies Once the GIS project management competencies have been identified a recommended training program for GIS project managers can be developed. Issues to be resolved include program objectives, in-house vs. open training programs, GIS project manager training needs, curriculum development, instructors, certification, training program assessment. Documentation of the processes necessary to prioritize, launch, manage, and close GIS projects Absolute Page Number 473 8

The PMBOK Guide describes 37 different project management processes, organized into the nine project management knowledge areas. The processes, tools, and techniques used to perform all of activities in a typical GIS project should be documented and utilized as a framework for project implementation. Research and communication of best GIS project management practices As mentioned earlier one of the most effective methods for developing professionalism in GIS project management is in the study of the best practices of successful GIS project managers. Research could be sponsored by URISA in GIS project management issues and topics. would be GIS project managers need a forum to study and learn from each other. Possible forums for communication include a URISA special interest group (SIG), conference roundtable discussion groups, and an Internet chat group. Recognition of best management practices should be made with an annual award from URISA. Special mention of project management Conclusion Project managers must recognize that they are responsible for the success of their project assignments. The application of project management knowledge and skills can improve a project manager s ability to plan, coordinate, manage, and control the various tasks and resources necessary to complete the project on-schedule, within budget and to the satisfaction of client/users. There are many factors hindering project managers in local government from implementing project management practices. However, project managers must quickly adopt project management and initiate a personalized, systematic process of continuous learning and improvement. Project sponsors need to recognize the important skills, competencies and behaviors necessary to manage a GIS project and develop a support infrastructure for the professional development of GIS project managers. References: Kerzner, Harold, 1996. The Growth and Maturity of Modern Project Management in Proceedings of the 27 th Annual Seminar/Symposium. (Boston, MA). Project Management Institute Bado, Francis, 1996. Project Management: The Attitude The Mind Set in Proceedings of the 27 th Annual Seminar/Symposium. (Boston, MA). Project Management Institute Suda, Lawrence and Meltzner, Joel, 1996. Linking Project Leadership Effectiveness with Strategic Directions in Proceedings of the 27 th Annual Seminar/Symposium. (Boston, MA). Project Management Institute Absolute Page Number 474 9

Goldstein, Margaret, 1997. Local Government The Next Frontier in Project Management in Proceedings of the 28 th Annual Seminar/Symposium. (Chicago, IL). Project Management Institute. Shenhar, A., Levey, O., & Dvir, D. 1997. Mapping the Dimensions of Project Success in Project Management Journal, 28 (2), pp. 5-13. Zimmerer, Thomas, and Yasin, Mahmoud, 1998. A Leadership Profile of American Project Managers in Project Management Journal, 29 (1), pp. 31-38. Waller, Ron, 1997. A Project Manager Competency Model in Proceedings of the 28 th Annual Seminar/Symposium. (Chicago, IL). Project Management Institute. Shenhar, Aaron and Nofzinger, Brian, 1997. A New Model for Training Project Managers in Proceedings of the 28 th Annual Seminar/Symposium. (Chicago, IL). Project Management Institute. The Project Management Institute. 1996. A Guide to the Project Management Body of Knowledge (PMBOK). Dow Jones, 1998. Wall Street Journal (April 30, 1998), 138 (82), page 1. Absolute Page Number 475 10