GIS管理者的规划指南：Roger Tomlinson的Thinking About GIS（第五版）

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"Thinking About GIS (第五版)" 是一本由GIS之父Roger Tomlinson撰写的经典书籍，专注于地理信息系统（GIS）的规划与管理。本书是GIS领域的权威文献，主要面向管理者，旨在深入探讨如何有效地规划和利用GIS技术。自初版以来，经过多次更新，第五版于2013年发布，反映了GIS领域的最新发展和技术进步。书中的内容涵盖了GIS的基本概念、应用、设计原则以及在决策支持中的作用。 GIS，全称地理信息系统，是一种整合了地理数据和信息的系统，能够进行空间分析、数据管理和可视化。它在城市规划、环境研究、交通运输、公共安全、商业分析等多个领域都有广泛的应用。Tomlinson博士在书中强调了GIS规划的重要性，因为有效的规划可以帮助组织避免资源浪费，确保系统满足业务需求，并适应未来的发展。书中可能涵盖了以下关键知识点： 1. GIS基础：解释GIS的核心概念，包括空间数据的类型、地理坐标系统、数据采集和处理方法。 2. 数据管理：讨论GIS数据的质量、存储、管理和维护，以及如何处理数据的完整性、准确性和时效性。 3. 空间分析：介绍GIS的空间查询、空间统计和空间建模技术，用于解决复杂问题。 4. 应用案例：展示不同行业和领域的GIS成功应用实例，以帮助读者理解GIS的实际价值。 5. 系统规划：详细阐述GIS项目规划的步骤，包括需求分析、系统设计、实施和评估。 6. 技术发展：探讨GIS技术的最新趋势，如云计算GIS、移动GIS和Web GIS等新兴技术。 7. 决策支持：说明GIS如何提供决策支持，通过可视化和分析来辅助决策制定。 8. 法规与标准：提及GIS项目中的法律问题，如数据产权、隐私保护和国际标准。 9. 组织与管理：讨论如何在组织内部建立和管理GIS部门，包括团队建设、培训和持续改进。这本书不仅适合GIS专业人士和学生，也适合对GIS技术感兴趣的决策者和管理人员。通过阅读，读者可以掌握GIS的基本原理，了解如何将GIS技术应用于实际工作中，从而提升组织的效率和决策质量。

Acknowledgments

The errors are still mine. The methods described in

this book have evolved over the years with help from

many people. ese include the associates of Tomlinson

Associates Ltd. in Canada, the United States, and Australia.

Many contributions were made by my colleague Larry

Sugarbaker as we collaborated on the original “Planning

and Managing a GIS” seminar together. It is impossible

to thank Dave Peters too much. He has been my strong

right arm in developing the current seminar series on

which this book is based, and in particular the approach

used in chapter 9 and the City of Rome case study. His

research is the basis for the platform sizing and for calcu-

lating bandwidth requirements, particularly for the rened

approach presented in appendix D. Generous input has

been received from the sta of our clients worldwide

and the sta of the corporations that eventually served

our clients. ey have been the real-world laboratory in

which the ideas were tested. is book exists because

Jack Dangermond thought it was a good idea to show

the world what we put him through and because Brian

Parr and Christian Harder turned the methodology into

readable words. Amy Collins edited the fourth and fth

editions. She has brought a deep well of knowledge to

this continuing work, which has allowed timely revision

and completion of the text. is coupled with an eagle

eye for detail has kept the project moving forward. We

could not have done it without her. Peter Adams of Esri

Press put this team together. His support has been patient

and constant. None of this would have come about with-

out the continuing work and friendship of my wife, Lila.

Not only has she read every word and corrected most

of my mistakes, but she still smiles. To these I owe my

heartfelt thanks.

Roger Tomlinson

Introduction

A GIS project is as good as its plan.

If you have been charged with launching or implement-

ing a geographic information system — a GIS — for your

organization, this book is for you. Perhaps your profes-

sional eld is one in which GIS has been used for many

years, such as a local government, a transportation author-

ity, or a forest management agency. Or perhaps it is one

to which GIS has only recently been introduced, such as

a corporate marketing rm, a political action group, or

a farm. Either way, your organization is on the cusp of

discovering the exciting implications of geographically

enabled decision making.

e GIS you’ve been tasked with implementing could be

intended to serve a single, specic purpose or to perform an

ongoing function. Or it could be what’s called an enterprise

GIS, one designed to serve a wide range of purposes across

many departments within your organization. You’ll learn

as your GIS evolves that a well-planned implementation

can start out as a small project and grow, or scale up, into

a full-blown enterprise system. An enterprise system that

connects multiple government agencies is often referred to

as federated GIS, which has a very broad scope that benets

entire communities.

Whatever the mission of your organization or the

intended scope of the initial GIS implementation, the

good news is that the fundamental principles behind

planning for a successful GIS are essentially the same.

ese principles are based on the simple concept that

you must think about your real purposes and decide what

output, what information, you want from your GIS. All

the rest depends on that.

is book details a practical method for planning a

GIS that has been proven successful time and again dur-

ing many years of use in real public- and private-sector

organizations. It is a scalable approach — the methodol-

ogy can be adapted to any size GIS, from a modest proj-

ect to an enterprise-wide system — and one that can be

reiterated as a GIS project grows over time.

Why plan?

So why should you plan? What’s wrong with just buying

some computers and GIS software, loading some data,

and sort of “letting things happen”? Can’t you simply

adapt as things move along, tweak the system, learn as

you go? In fact, doesn’t all this advance thinking slow

things down and create even more work? On the con-

trary, evidence shows that good GIS planning leads to

GIS success, and absence of planning leads to failure.

Whether you are working with an existing system or cre-

ating a GIS from scratch, you must integrate sucient

planning into the development of your GIS; if you don’t,

chances are you’ll end up with a system that doesn’t meet

your expectations.

Knowing what you want to get out of your GIS is abso-

lutely crucial to your ultimate success. Too often, organi-

zations decide they want a GIS because they’ve heard great

things from their peers in other organizations, or they just

1 “Failure” meaning that after spending money on the system,

you aren’t getting what you want out of it, and this underper-

formance is evident to management. It could even result in the

loss of someone’s job.

don’t want to get left behind technologically. So they invest

considerable sums of money into technology, data, and per-

sonnel without knowing exactly what they need from the

system. at’s like packing for a vacation without knowing

where you’re going. You pack everything from your closet

just in case, but it turns out that a sweater isn’t needed in

Fiji and you forgot the sunscreen. You’ve wasted time and

energy, and worse yet, you’re still not ready. When you try

to develop a GIS without rst seriously considering the real

purpose, you could nd yourself with the wrong (expen-

sive) technology and unmet needs.

You must determine your organization’s GIS needs

from the outset of the planning process. GIS has many

potential applications, so it’s important to establish your

specic requirements and objectives from the beginning.

at way you will avoid the chaos that results from try-

ing to create a system with no priorities or ends in mind.

e methodology described in these pages will show you

how to describe and prioritize what your organization

needs from a GIS, so that you can plan a system that

meets these requirements.

e key undertaking of managers, and those who

plan on their behalf, is to understand their business and

identify what would benet that business. From GIS,

the fundamental benet comes in the form of what we

call information products. An information product is

data transformed into information particularly useful to

you — for example, economic data analyzed in relation to

a specic location — and delivered to you, via computer,

often in the visual form of a map. If it’s something that

helps you do your work better, faster, more eciently,

then it’s an information product.

Your GIS can quickly become a money pit if it’s not

creating useful products for the organization, ultimately

jeopardizing the very existence of the GIS initiative and

perhaps your own job. Conversely, a GIS can prove its

worth and justify its existence if it manages to help stream-

line existing workows and create useful information

products. ese are the ultimate benets reaped by any

successful information system.

Once you’ve identied the information products you

seek, you can determine what data you need to make

them. en you can deal with the issues of tolerance

to error and the conceptual database design on which

eciency will depend. From the type and amount of

handling the data requires to make it usable (data require-

ments), you can dene the system scope by specifying

the capabilities you need from software (software func-

tionality), and what your system requires in the way of

support from the hardware and the network (hardware

and network requirements). From these itemized neces-

sities, you can develop accurate cost models to allow for

clear and meaningful benet-cost analysis. Having laid

this groundwork, you can identify issues aecting imple-

mentation — institutional, legal, budgetary, stang, risk,

schedule, or timing issues — and look at how to mitigate

them. e end result is an eective, ecient, and demon-

strably benecial GIS within the organization.

Implementation and maintenance can be expensive,

but good planning will make your ongoing GIS eorts

cost-eective in the long run. is book will teach you

to evaluate the benets of the system relative to its cost

and how to make the case to management in a way that

makes them advocates for your own success.

e entire planning process can take some time, and

you may nd that some of the steps can be minimized

or eliminated in certain situations. But it is nonetheless

important to think carefully about each step, to really

get your head around the subject. You’ll be glad you

took the time.

GIS means change

Technology changes under us like the swell of a tide. To

harvest the immense long-term benets of GIS, you have

to plan ahead in fast-paced times.

xviii

Thinking about GIS: Geographic information system planning for managers

Rapid advancements in technology, both in software

and hardware, continue to exert their strong eect on the

GIS planning process. Improvements in software usability

and advanced o-the-shelf GIS functionality mean faster,

more sophisticated GIS development than ever before.

e hardware that supports this grows ever more aord-

able — CPU seconds are approaching zero cost. e days

when we designed system architecture around the limita-

tions of software and hardware are over.

Now the driving determinants in system design are

the location of human and data resources in the organi-

zation and the communication between them. Systems

and communications distributed via the web are becom-

ing increasingly important. Quite complex applications

can be done on the server level now, and server virtual-

ization reduces both cost and IT management complex-

ity. Computer infrastructure requirements can be greatly

reduced by taking advantage of cloud computing, where a

cloud service provider sells computing resources on an as-

needed basis. at’s where the technology is going — fol-

low it, and you won’t be left unsupported.

Geospatial data also has become more accessible and

plentiful, due in part to the increase in geographic mea-

surement being driven by new technologies (GPS [Global

Positioning System] receivers, lidar, etc.) and by real-time

sensors capturing data to make it available as web ser-

vices. Many standard and commonly used datasets are

now readily available in digital form and at a much lower

cost than even just a few years ago. A wide selection of

worldwide basemaps can be easily downloaded from the

web, often for free.

is relative abundance of aordable and reliable spa-

tial data signicantly widens the scope of potential GIS

applications. Rapid prototyping and development tools

such as Esri’s ModelBuilder, Microsoft Visual Studio, and

CASE (computer-aided software engineering) technology

allow for quick exploration and testing of such applica-

tions. Map and model templates and code sharing are

enormous time savers, allowing you to create information

products more quickly than ever before. In other words,

you can now explore a greater range of options as you

work toward a customized solution for your business

needs. e scalable nature of modern GIS means you

can do targeted planning on selected business areas and

build databases incrementally, growing them as needed.

ese days, most GIS users handle spatial data within

one of ve development environments: In the rst, the

traditional stand-alone desktop information system, the

user can conduct an integrated set of GIS functions on

a wide variety of data types. In the second, the developer

environment, software developers can combine a set of

application-neutral, individual function components to

create new applications. e third is the server environ-

ment. Here, a set of standardized GIS web services (e.g.,

mapping, data access, geocoding) support enterprise-wide

applications and social media that allow multiple users

to enter, view, manipulate, and analyze data from their

oces or the eld. e fourth is the online environment,

with cloud-hosted integration and collaboration services,

and the fth is the mobile environment, which answers

the proliferation of smartphones and handheld devices

with mobile applications.

ese ve environments currently interoperate but are

moving rapidly toward more unied models and inter-

faces. e more enterprise systems are in place, the more

interoperability standards will be required. Integration is

becoming essential, no longer a novelty.

Geographic information systems integrate seemingly

disparate information quickly and visually, which facili-

tates communication, collaboration, and decision mak-

ing. rough GIS, geography is actually becoming an

organizing tool. In much the same manner as enterprise-

wide nancial systems converted the way organizations

were managed in the 1960s through the 1980s, now geo-

graphic information systems are transforming the way

organizations and government agencies manage their

assets and serve their customers or citizens.

xix

Introduction

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