System Success Factors and the top ten reasons AM/FM/GIS projects falter
Nancy B. Lamer,David P. DiSera
EMA Services, Inc.
4319 Medical Drive, Suite 131-343, San Antonio, Texas 78229
Phone: (210) 697-3535 Fax: (210) 697-3570
Abstract
AM/FM/GIS implementation involves scores of people, hundreds of tasks, years of work, and
millions of dollars. Project success depends on strong executive commitment, rigorous project
management, technical expertise, programmed communications, and other important factors.
This paper examines the keys to success by presenting the top ten reasons that past projects have
fallen short of expectations. It then explores ways to overcome common barriers to successful
AM/FM/GIS implementation.
AM/FM/GIS Implementation Obstacles
The best way to identify critical success factors for AM/FM/GIS implementation is to analyze the
reasons behind projects that stumbled along the way. Following are ten of the most common
implementation obstacles and suggestions for overcoming them.
Loss of Momentum
GIS planning and implementation is a time-consuming process. Although most organizations
experience a wave of enthusiasm at the outset of a GIS development project, it is natural for this
enthusiasm to wane over time. Without constant attention to ensure that implementation tasks
are completed successfully and on schedule, the waning enthusiasm can lead to a dangerous loss
of momentum. Loss of momentum is a common problem when key GIS staff leave the
organization or are assigned different duties.
- A large county appraisal district, intent on building a precise cadastral instrument, spent ten
years COGO-ing and aligning its parcels. During this time, no information was released to
the county because the organization wanted to complete its efforts before making them
public. Although the organization worked diligently over the course of the ten year
development period, other county agencies perceived that the project was “dead in the water”
because they did not feel any progress.
The best way to combat this problem is to plan for a steady stream of new end user applications
throughout the long implementation process. Even in the earliest phases of implementation, it is
possible to develop simple data access screens that take advantage of existing maps and
databases (or even pilot data). By introducing a new application every month or two, the
organization can preserve a sense of progress and momentum.
Another tool to battle loss of momentum is a regular newsletter highlighting project activities and
progress. Communication with end users is very important, and a newsletter is an effective,
economical way to ensure that everyone in the organization is kept up to date.
Unrealistic Expectations
GIS technology is rapidly improving, but it is not a magic bullet. For many local government
decision makers, the first and only exposure to GIS has been a magazine article or a brief session
at a conference. They hear about the very best that a mature system has to offer without learning
about the long struggle that went into development of that system. This results in unrealistic
expectations about what the technology can actually do or about how quickly a system can be
fully implemented.
- A medium-sized utility on the West Coast purchased some GIS software, scanned and
rubber-sheeted its old, paper schematics, and roughly vectorized its infrastructure. The
organization expected this low cost system to meet all utility needs and was very disheartened
to learn that a significant additional investment would be needed before the system would be
broadly useful.
- A smaller utility purchased a GIS in the expectation that the technology would “fix” the
inaccuracies and gaps in existing maps and as-builts. Decision makers felt deceived when
they learned that the computers could not magically “fix” the data and that they would have
to spend time and money on extensive field surveys.
The best way to combat this problem is to educate all key decision makers at the outset of the
GIS planning effort and to reinforce proper expectations throughout the implementation of the
system. A regular newsletter can be an effective means of reinforcing realistic expectations.
