Location information is an increasingly important part of the information infrastructure for organisations in both the private and public sectors. Whether for competitive advantage by better targeting potential customers, operational efficiency through improved logistics or using Google maps to simply locate assets or get to meetings on time – location matters and few organizations operate successfully without an increasingly sophisticated set of location-based or GIS (Geographic Information System) services and applications.
What makes managing a geospatial development project different? Although managing any type of IT project can be challenging, projects involving geographic information (GI) present particular issues and problems because of the nature of the data, processes and technology involved and the expectations of the users.
Finding new market opportunities is essential to surviving and prospering in challenging times. Getting the decision wrong on where to invest and where to rationalise has never been more critical. Often what is missing is a structure for investigating, assessing and evaluating the relative merits of new ideas, business strategies and technologies to create successful new products, services or markets.
Spatial information projects are often dogged by the inability to gain the attention of the Chief Executive and establish a Return on Investment (RoI) that convinces the Chief Financial Officer. In a tough economic climate, it is particularly important that any project that requires investment can show a very rapid return, so as not to undermine already tight budgets.