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Master Thesis: GIS Project management Final Version Figure 11: Role Interactions Role Interactions Requirements Customers Customer Service, Distribution Services Usage Trends Design, Build, Integrate © 1997 Hans Bestebreurtje, MSc UNIGIS End Users Tools, Processes Builder Administrator Target Architecture, Guidelines, Requirements Productivity Company's IT Infrastructure Strategic Planner Funding, Business Needs Support, Service Control, Maintain Status Policies Source: Hewlett-Packard Gererally ,the end-user is interested in a easy to use application which will enable him to do his job more easily. However if not properly informed he will be afraid of loosing his job because of the project and if this fear isn’t taken away he will not become a supporter. The customers are interested in the quality of the service which they will get because of the application. They do not care if the user finds it hard or difficult to use. The builder is interested in guidelines, requirements and the target architecture and he will not be very pleased if suddenly the requirements change which might happen if the end- users finds out that it is not a usable system. To understand all these interactions is still rather easy. However when politics come into place, and they do in any project of substantial scale, totally different interactions are important and these are much more difficult to manage. Methodologies assist in managing the technical issues of projects; politics and role-interactions are managed through experience and understanding. 30
Master Thesis: GIS Project management Final Version 2.4. The Roaring Nineties “When a student told professor Einstein, These are the same questions as on last years test, the professor responded: Oh yes, but the answers are different this year”. Many organizations are confronted with a rapidly changing business environments and are trying to find appropriate strategies to cope with this. Strategies such as: { Cost cutting; { Protectionism; { Financial restructuring. often do not provide solutions as they are not unique and can easily be duplicated by the competition. The only way to survive in the long run is to constantly add value to ones product weather this is a car or a map or the provision of information. In practice this means faster time to market, increase quality, constant innovation and reacting to the customer demands quickly. As Tom Peters (1987) said: “No company is safe....There is no such thing as a ’solid’ or even substantial, lead over one’s competitors. Too much is changing for anyone to be complacent. Moreover the ‘champ to chump’ cycles are growing ever shorter.” Because of changes in Business Management and new technologies which become available the role of Information Technology has changed drastically in the last decade. Development of new information systems has become much more complex. Developments like Internet create opportunities (but also threats) which were not imaginable only a few years ago. Most methodologies and methods however were developed in the late 1960’s and early 1970’s and nearly all of those incorporate the “waterfall” approach (Figure 12). © 1997 Hans Bestebreurtje, MSc UNIGIS 31
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