Geographical Information Systems: Thoughts regarding implementation and transitions between steps

Approximately 539 organizations from around the world offer products and services that are related to Geographical Information Systems (GIS). The evolution of the annual GIS industry runs parallel to the development of the GIS in many organizations throughout the world. The GIS field experienced tremendous growth in recent years in response to the expanding information needs of business and government and to technological advances such as faster, cheaper microcomputers, user-friendly desktop software, and low-cost and widely available spatial data. Dataquest, Inc., a computer-industry, market-research firm based in San Jose, California estimates the 1993 GIS hardware and software market at $1.8 billion, up 897% from $177.2 million in 1987. These figures indicate the enormous magnitude of the GIS market without even including vital and growing components such as services (e.g., consulting and integration) or spatial data. The latter part of this paper will address the GIS implementation process. There are many ways to implement GIS within your organization. The transitions between the steps of a GIS implementation project are more difficult than the steps themselves. Yet these transitions are often underestimated or overlooked in the planning process and the management of the project. Transitions in the GIS implementation process must be anticipated, planned, and managed as carefully as the development activities. Many new companies entered and flourished in the fledgling GIS business in the late 1980s and early 1990s. On the other hand, some were not so lucky, and survey results show considerable turnover in company names over the years. Regardless, the industry still is attractive for new entrants. Of the companies existing in 1995, 9% were founded in 1993 or later