urisa develops the geospatial management competency model (gmcm) for usdoleta

Greg Babinski, MA, GISP Finance & Marketing Manager King County GIS Center Seattle, WA

URISA President Summit Chief Editor

URISA Develops the Geospatial Management Competency Model (GMCM) for USDOLETA

2012 GIS in Action – PLSO Conference March 14, 2012

Portland, Oregon

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

Draft 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

Municipal GIS Capability Maturity

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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


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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


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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?


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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?


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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


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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.)


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A Proposed 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


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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


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Enabling Capability Components:


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Enabling Capability Assessment Scale:


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Execution Ability Components:


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Execution Ability Assessment Scale:

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: 2011 GIS-Pro GMCM Task Force GMCM Task Force (November 2011 - ____ 2012)

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

David DiBiase (facilitator), GISP, CMS, Director of Education, Esri

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

The Geospatial Management Competency Model 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

The Geospatial Management Competency Model 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

The Geospatial Management Competency Model 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 Next Steps

Public review and comment period through March 31, 2012 – See: http://www.urisa.org/gmcm_review

URISA GMCM will then review all comments, agree on consensus changes to the GMCM, then submit to

USDOLETA

USDOLETA will then review the draft GMCM for formal publication

URISA will then go back to the GISCMM and consider

changes to align with the GISCMM


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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.


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References and Additional Reading

Additional Resources 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 President-Elect 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 develops the geospatial management competency model (gmcm) for usdoleta

Leadership & Management