Greg Babinski, MA, GISP Finance & Marketing Manager King County GIS Center Seattle, WA URISA Past-President URISA GMI Committee Chair Summit Chief Editor URISA Develops the Geospatial Management Competency Model (GMCM) for USDOLETA November 14, 2012
Apr 13, 2017
Greg Babinski, MA, GISP Finance & Marketing Manager King County GIS Center Seattle, WA
URISA Past-President URISA GMI Committee Chair Summit Chief Editor
URISA Develops the Geospatial Management Competency Model (GMCM) for USDOLETA
November 14, 2012
Agenda
Precursors: USM/NASA
URISA’s GISCMM
USDOLETA Geospatial Technology Competency Model
GTCM and the Missing Tier 9 – Management Competency
URISA Commits to Develop the GMCM:
Washington URISA – 2011 GMCM Strawman Draft
GIS-Pro 2011- GMCM Task Force & Work Session
The URISA GMCM:
4 Domains, 17 Cluster Areas
74 Competencies
Public Review & Comment
Final Revisions
Publication
What to do with the GMCM?
Questions & Discussion
Why Develop a Geospatial Competency Model?
For Business and Industry
For Workforce Investment Boards
For One-Stop Career Centers
For Economic Developers
For Educators and Training Providers
For Students
For Practitioners
To Establish the Geospatial Professional Domain, separate from all other domains
Precursor: USM/NASA Geospatial Competency Model
Precursor: USM/NASA Geospatial Competency Model
Precursor: USM/NASA Geospatial Competency Model
Municipal GIS Capability Maturity Model
The Ubiquitous Municipal GIS
GIS has become a common component of city & county government
All large and most medium sized cities & counties have established GIS operations
Many small sized jurisdictions have a GIS
31 of 39 Washington Counties have public web mapping capability implying GIS operations of some sort
Dozens of Washington cities are known to have GIS operations
Municipal GIS Capability Maturity Model
Variations in Municipal GIS Operations
What causes variation in municipal GIS Operations?
Each municipality is unique
City and county business focus often varies
Population
Nature and level of economic development
Municipal GIS Capability Maturity Model
Variations in Municipal GIS Operations
What causes variation in municipal GIS Operations?
GIS development history and funding
GIS operational budget and staffing
GIS strategic plan
Municipality’s institutional expectations
GIS operational vision – or lack of vision?
Municipal GIS Capability Maturity Model
When is GIS Development ‘Done’?
There are many ways to answer:
With an external focus?
Best practices
Benchmarking
With a theoretical focus?
Ideal design
Academic state of the art
With a capability focus?
With a maturity level focus?
Municipal GIS Capability Maturity Model
What is a Capability Maturity Model?
A tool to assess an organization’s ability to accomplish a defined task or set of tasks
Originated with the Software Engineering Institute
Objective evaluation of software contractors
SEI published Managing the Software Process 1989
SEI CMM is process focused
Other applications of the capability maturity model concept:
System engineering
Project management
Risk management
Information technology service providers
Municipal GIS Capability Maturity Model
Why Develop a GIS Maturity Model?
To provide a means for any municipal GIS operation to gauge its maturity against a variety of standards and/or measures, including:
A theoretical ideal end state of GIS organizational development
The maturity level of other peer GIS organizations , either individually or in aggregate
The maturity level of the subject organization over time
The maturity level of the organization against an agreed target state (perhaps set by organizational policy, budget limitations, etc.)
Municipal GIS Capability Maturity Model
URISA’s Municipal GIS Capability Maturity Model
Maturity for the proposed model indicates progression of an organization towards GIS capability that maximizes:
Potential for the use of state of the art GIS technology
Commonly recognized quality data
Organizational best practices appropriate for municipal business use
The Municipal GIS Capability Maturity Model assumes two broad areas of GIS operational development:
Enabling capability
Execution ability
Municipal GIS Capability Maturity Model
Enabling Capability:
Technology
Data
Resources
Infrastructure
GIS professional staff
Execution Ability:
Ability of the staff to maximize use of available capability
Ability to execute relative to normative ideal
URISA’s Municipal GIS Capability Maturity Model
Municipal GIS Capability Maturity Model
Enabling Capability Components:
URISA’s Municipal GIS Capability Maturity Model
Municipal GIS Capability Maturity Model
Enabling Capability Assessment Scale:
URISA’s Municipal GIS Capability Maturity Model
Municipal GIS Capability Maturity Model
Execution Ability Components:
URISA’s Municipal GIS Capability Maturity Model
Municipal GIS Capability Maturity Model
Execution Ability Assessment Scale:
URISA’s Municipal GIS Capability Maturity Model
2010 -URISA Commits to Develop Tier 9: The Geospatial Management Competency Model
The GTCM is an element of the U.S. Department of Labor Employment and Training Administration’s (DOLETA’s) Competency Modeling Initiative (http://www.careeronestop.org/competencymodel/). For DOLETA, a “competency” is the capability to apply or use a set of related knowledge, skills, and abilities required to successfully perform “critical work functions” or tasks. A “competency model” is a collection of competencies that together define successful performance (Ennis 2008). The Competency Modeling Initiative promotes the development of industry-driven competency models in high-growth, high-demand industries. DOLETA identified “geospatial technology” as a high-growth
industry in 2003.
GTCM and the Missing Tier 9 – Management Competency In 2010, DOLETA issued a Geospatial Technology Competency Model (GTCM) that specifies the foundational (Tiers 1-3), industry-wide (Tier 4), and industry sector-specific (Tier 5) expertise characteristic of the various occupations that comprise the geospatial industry (http://www.careeronestop.org/CompetencyModel/pyramid.aspx?GEO=Y) . Descriptions of individual geospatial occupations, including occupation-specific competencies and job requirements (Tiers 6-8), are published in DOLETA’s O*NET occupation database (http://www.onetonline.org/). The GMCM corresponds to Tier 9 of the GTCM.
2010 -URISA Commits to Develop Tier 9: The Geospatial Management Competency Model
URISA GMCM Core Team: David DiBiase Patrick Kennelly Greg Babinski
Coordination with USDOLETA
Developing The Geospatial Management Competency Model
Developing The Geospatial Management Competency Model
2011 Washington GIS Conference: GISCMM Review - GMCM Strawman Task Force (May 2011)
Greg Babinski, GISP, King County (WA) GIS Center
Steve Beimburn, City of Seattle (WA) GIS
Don Burdick, GISP, City of Bellingham (WA) GIS
Amy Esnard, GISP, Multnomah County (OR) GIS
George Horning, King County (WA) GIS Center
Tami Griffin, Thurston County (WA) GIS
Ian Von Essen, Spokane County (WA) GIS
Developing The Geospatial Management Competency Model: Strawman Draft
Developing The Geospatial Management Competency Model: Strawman Draft
Developing The Geospatial Management Competency Model: 2011 GIS-Pro GMCM Task Force
GMCM Task Force (November 2011 – June 2012)
David DiBiase (facilitator), GISP, CMS, Director of Education, Esri
Greg Babinski, GISP, Finance & Marketing Manager, King County GIS Center
Thomas Conry, GIS Manager, Fairfax County VA
Peter Croswell, PMP, GISP, President, Croswell-Schulte IT Consultants
Dianne Haley, DMH GIS Consulting
Patrick Kennelly, Associate Professor of Geography, Long Island University and Penn State University
Twyla McDermott, Corporate Strategic Technology Planning Manager, City of Charlotte NC
Robert Ryan, CP, PLS, URS Corporation
Rebecca Somers, President, Somers-St. Claire GIS Management Consultants
Bruce Stauffer, Vice President, geographIT
Dr. Chin-hong Sun, Professor of Geography, National Taiwan University
The Geospatial Management Competency Model
A Challenge:
Competency Domains n=4
Competency Clusters n=17
Competencies: n=74
The Geospatial Management Competency Model Competency Domains n=4
Based on Hays Group Management Model
Manage yourself
Manage your team
Manage collaborations
Manage the work
Competency Clusters n=17
A. Self-Management
B. Human Resource Management
C. Performance management
D. Legal Affairs Management
E. Communication
F. Team Management
G. Relationship Management
H. Business Development
I. Leadership
J. Professional Development
K. Strategic Planning and Action
L. Work Management
M. Geospatial Project Management
N. Political Skills
O. Contract Management
P. Financial Management
Q. Asset Management
The Geospatial Management Competency Model Competencies n=74
Competencies The following list represents the GMCM Task Force’s consensus (i.e., 80 percent agreement) about the minimum number of critical work functions that most geospatial managers need to be able to perform. The sequence corresponds roughly to the order of competency areas expect that recurring competencies are listed only once.
1. Keep up with technology trends
2. Keep abreast of developments that affect your organization
3. Apply sound decision making practices
4. Assess and improve your skills and performance regularly
5. Develop a geospatial staffing plan to meet business needs
6. Recruit and hire competent geospatial and support staff
7. Define geospatial work functions and assign appropriate staff
8. Establish clear performance expectations
9. Emphasize accountability
10. Acknowledge and encourage exceptional achievement
11. Remediate performance shortfalls effectively
12. Avoid conflicts of interest—actual and apparent
The Geospatial Management Competency Model
13. Comply with all relevant laws and regulations
14. Follow relevant professional codes of ethics
15. Communicate effectively in all forms, formats, and media
16. Communicate effectively to all sizes and types of audiences
17. Communicate the value of geospatial technology to decision makers and stakeholders
18. Foster an environment conducive to teamwork
19. Assemble, charge, and enable effective work teams
20. Help resolve conflicts among team members
21. Develop and maintain long-term client relationships
22. Develop collaborative relationships within the organization
23. Build relationships with other organizations to promote mutually advantageous partnerships and best practices
24. Maintain productive relationships with vendors
25. Identify business opportunities
26. Evaluate risk of new ventures
27. Assess competition
28. Conduct client-focused needs evaluation
29. Develop business case and plan for developing and marketing new ventures
30. Develop and maintain strategic partnerships
31. Develop, promote, and protect the organization’s brand
32. Lead creative thinking about geospatial technology opportunities
33. Articulate a geospatial technology vision for the organization
34. Communicate geospatial program goals to stakeholders
35. Build consensus
36. Foster a culture of employee-driven process improvement
37. Mentor staff and colleagues
38. Prepare and implement a geospatial staff competency plan
39. Provide opportunities for continuing professional development
40. Encourage contributions to the profession
41. Develop a strategic plan with measureable goals and specific actions
42. Implement a strategic planning cycle
43. Align geospatial activities to support the organization’s strategic plan
44. Adjust the plan in response to changing environment
45. Apply QA/QC best practices
46. Monitor stakeholder satisfaction
47. Improve efficiency
48. Adopt a customer service orientation
49. Apply project management knowledge and best practices
50. Understand and apply the geospatial technology components of projects (as outlined in the Department of Labor’s Geospatial Technology Competency Model) to accurately establish scope, resources, schedule and quality requirements for project success
51. Identify collaborative opportunities to achieve project goals
52. Manage a portfolio of projects effectively
53. Cooperate within political and professional organizations
54. Pursue goals tactfully in context of particular organizational cultures and governance structures
55. Identify potential political champions and engage their support
56. Honor jurisdictional responsibilities
57. Implement policies that respect the purpose and role of public, private, nonprofit, and academic organizations in the marketplace
58. Prepare, negotiate, monitor, administer, and remediate contracts
59. Prepare Statements of Work (SOW) defining project objectives and requirements
60. Prepare competitive solicitations including project rationale and objectives, existing geospatial technology assets, desired services, and final deliverables
61. Prepare proposals including understanding of need, technical approach and proposed technology, final deliverables, schedule, budget, and relevant qualifications
62. Prepare objective selection criteria and scoring mechanism to fairly evaluate proposals
63. Develop service level agreements
64. Prepare and document budgets
65. Manage expenditures and income
66. Identify funding sources and obtain funding, including collaborative opportunities
67. Develop and manage a long term financial plan
The Geospatial Management Competency Model 68. Conduct regular financial analyses
69. Implement standard financial accounting procedures and controls
70. Assure accountability by periodic independent audits
71. Understand enterprise geospatial architecture
72. Ensure that geospatial technology infrastructure meets organization needs
73. Recognize geospatial data as a capital asset
74. Manage the asset lifecycle:
a. Establish and maintain an up-to-date asset inventory
b. Procure and upgrade assets
c. Implement and periodically audit security procedures for assets such as work spaces, equipment, computer networks, data, and software
d. Implement computer system back-ups and periodically test reliability of backup procedures
e. Implement sound data management procedures
The Geospatial Management Competency Model URISA GMCM Task Force applied 74 competencies to
17 competency clusters
The Geospatial Management Competency Model
Public Review and Comment Period ended 31 March 2012 URISA GMCM Task Force reviewed all comments:
Very few negative comments (<5%) Broad consensus agreement Use a matrix Identify geospatial competencies
GMCM Task Force agreed changes to the GMCM and submitted to USDOLETA 8 June 2012 USDOLETA approved the GMCM 20 August 2012 URISA now going back to the GISCMM and consider changes to align with the GMCM
The Geospatial Management Competency Model and the URISA GIS Management Institute
GMBOK:
GIS Management Body of Knowledge
Municipal GIS
Operations GCMM
Accreditation
GCMM: GIS Capability Maturity Model
URISA Education
ULA & UMA
GIS Management Educational
Program Accreditation
GISCI
GIS Managers Certification Component
GMCM: Geospatial
Management Competency
Model
Municipal GIS Capability Maturity Model
References and Additional Reading
Capability Maturity Model, Wikepedia Article: http://en.wikipedia.org/wiki/Capability_Maturity_Model Accessed 8/3/2009).
Selena Rezvani, M.S.W., An Introduction to Organizational Maturity Assessment: Measuring Organizational Capabilities, International Public Management Association Assessment Council, ND.
Jerry Simonoff, Director, IT Investment & Enterprise Solutions, Improving IT investment Management in the Commonwealth, Virginia Information Technology Agency, 2008.
Curtis, B., Hefley, W. E., and Miller, S. A.; People Capability Maturity Model (P-CMM), Software Engineering Institute, 2001.
Niessink, F., Clerca, V., Tijdinka, T., and van Vlietb, H., The IT Service Capability Maturity Model, CIBIT Consultants | Educators, 2005
Ford-Bey, M., PA Consulting Group, Proving the Business Benefits of GeoWeb Initiatives: An ROI-Driven Approach, GeoWeb Conference, 2008.
Niessink, F. and van Vliet, H., Towards Mature IT Services, Faculty of Mathematics and Computer Science, Vrije Universiteit Amsterdam, ND.
Gaudet, C., Annulis, H., and Carr, J., Workforce Development Models for Geospatial Technology, University of Southern Mississippi, 2001.
Municipal GIS Capability Maturity Model
Additional Resources Babinski, G. (2010-11). URISA GIS Management Institute. ArcNews, Fall, 2012. http://www.esri.com/news/arcnews/fall12articles/geospatial-society-the-gis-profession-and-urisas-gis-management-institute.html
Babinski, G. (2010-11). URISA Proposes GIS Capability Maturity Model. ArcNews, Winter 2010/11. http://www.esri.com/news/arcnews/winter1011articles/urisa-proposes.html
Croswell, P. (2009). The GIS Management Handbook: Concepts, Practices, and Tools for Planning, Implementing, and Managing Geographic Information System Projects and Programs. Kessey Dweitt Publications.
DiBiase, D., T. Corbin, T. Fox, J. Francica, K. Green, J. Jackson, G. Jeffress, B. Jones, B. Jones, J. Mennis, K. Schuckman, C. Smith, and J. Van Sickle (2010). The New Geospatial Technology Competency Model: Bringing Workforce Needs into Focus. URISA Journal 22:2, 55-72. psu.edu/files/sites/file/DiBiase_etal_2010_GTCM_URISA_Journal.pdf
Ennis, M. R. (2008). Competency Models: A Review of the Literature and the Role of the Employment and Training Administration (ETA). http://www.careeronestop.org/COMPETENCYMODEL/info_documents/OPDRLiteratureReview.pdf.
HayGroup (2001). The Manager Competency Model. http://www.professionallearning.
com/MCPBriefGuide.pdf
PDRI, Inc., and Aguirre International (2005). Technical Assistance Guide for Development and Using Competency Models—One Solution for a Demand-Driven Workforce System. http://www.careeronestop.org/competencymodel/Info_Documents/TAG.pdf.
U.S. Office of Personnel Management (2011). Competency Model for IT Program Management. http://www.chcoc.gov/transmittals/TransmittalDetails.aspx?TransmittalID=4058
Greg Babinski, MA, GISP URISA Past-President URISA GIS Management Institute Committee Chair SUMMIT Chief Editor Finance & Marketing Manager King County GIS Center 201 South Jackson Street, Suite 706 Seattle, WA 98104 206-263-3753 [email protected] www.kingcounty.gov/gis
URISA Press Releases: • Geospatial Management Competency Model: http://www.urisa.org/gmcm_press • GIS Management Institute: http://www.urisa.org/gmi_pr