Issue link: https://read.dmtmag.com/i/35322
Should Your GIS Group Invest in an IT Liaison? INTERSECT GIS Janet says … Investing in an IT liaison for your GIS BY JANET JACKSON & MARK DOLEZEL group is a great idea. Having someone well versed in IT skills and GIS knowl- edge can provide quicker turnaround of complex software interfaces, control of GIS/IT tasks and schedules, and peace of mind knowing that someone who understands IT and GIS components is working to improve the GIS program. But before placing job ads on the Internet, be clear about why a GIS/IT liaison is right for your group. Carefully define the type of experience and skills that your group might be lacking or needs to improve, so the new hire can provide the right mix of skills to complement the existing group. Create a well-thought, written GIS/IT liaison job description. To jumpstart that process, search the Internet for job-description samples, but be sure to customize the sample to fit your needs. The next step is to find the person who fulfills your wish list of education, experience, skills and attitude. If you don’t have an established GIS or IT depart- ment, turn to the Internet to make sure your job posting is considered by the most people possible. But if you have an IT or GIS department, why not Janet Jackson, a GIS professional, is president of INTERSECT, a GIS consulting firm. Mark Dolezel is an IT specialist at McKim & Creed; e-mail: intersect@ mckimcreed.com. 12 start the search by looking there? Do you have a GIS person who enjoys (and is productive) doing IT func- tions such as network connections, backing up data on the central server, and/or creating complex links and associations among software? Or does your IT department have a person who really understands the geospatial component of information technology? If so, find out if that person is eager to learn and advance his or her database and analysis skills, but remember that he or she also needs excellent communication skills, a cooperative attitude and a facilitating manner. Also consider hiring a GIS consulting firm. A consultant often can offer extensive knowledge of the types of challenges you’re facing, which can quickly translate into successful project milestones for the GIS program. When the new hire is in place, begin maximizing the investment. Now you won’t have to wonder when GIS/IT-focused tasks will be completed. The GIS GEO W ORLD / JUL Y 2O11 group now has a specific person or consulting firm who will lead the task, communicate any details, and report back on the scheduled event or task progress. Having the right person in the right place, especially when he or she is skilled at IT and GIS, is a great idea. Just remember to keep the GIS/IT task list filled with to-do items, as the work will be getting done bigger-better-faster, and maybe even cheaper. Before placing job ads on the Internet, be clear about why a GIS/IT liaison is right for your group. IT Mark says… Most people’s personalities fit the type of work they do. Everyone knows the types of people who are accoun- tants, car salesmen or nurses. The same goes for many IT individuals. Many are introverted or have poor communication skills. They’re comfortable being behind the scenes and not being social. Is this stereotyping? Yes, but stereotypes exist for a reason. Having a GIS/IT liaison is great idea to bridge this technical and com- munication gap, but only if you have the right person to do the job. This definitely would be a tough position to fill. This person would have to be a mediator as well as someone who understands the complexities of the computer world and the intricate facets of the GIS world. This individual also would need to be very communicative, adding another level of complexity to finding the ideal candidate. This position is one that most people wouldn’t think about having. The two worlds of IT and GIS have been separate entities for as long as Bill Gates has thought about MS-DOS. But there are many reasons why this could help your GIS department. Such an individual could function as a hands-on IT wizard when needed. And if responsibilities move out of the liaison’s comfort level, this individual should possess the knowledge and know-how to ask for help and work on a plan with the IT department. Such an individual will have constant contact with IT as well