BE Magazine Volume 5, Issue 2 - (Page 46) VIEWPOINT face the challenge of managing geographically dispersed team members with varied project experience and a range of organizational and national cultures. This blend of variables increases the complexity of ensuring all participants are working with a common approach. The ABC principles provide a useful framework of prompts to remind us of the common pitfalls in project management and professional conduct. The 21 basic principles formulate a framework of values crafted to provide an overview of professional practice: sound application of science and technology, appropriate professional behavior, and awareness of the context/environment in which projects are undertaken. Since each principle is in abstract terms, a level of application and client-relationship experience is necessary before the principles can be properly understood. Note that this short list of key words is only a subset of the full version of the original paper, which can be found in its entirety here. The principles under Application accommodate the laws, theories, and rules of the underlying sciences. While the sciences remain unchanged, so too will the principles, regardless of changes in technology. The Behavior section is drawn from the Code of Ethics of the Australian Spatial Sciences Institute (Spatial Sciences Institute 2003). Professional societies have Codes of Ethics. Most share a common base of the values of competence, truth, and social justice. The separate sections reflect tenets of the code. Ethical dilemmas occur when one tenet of the Code can not be honored without apparent breach of another. And last but not least, the principles listed under Context guide professionals in their communications and immediate relationships in carrying out their work. The principles of Behavior and Context overlap and change as society and relationships between sectors change. Why care? went well and others failed. Shorter lead and delivery times combined with rapidly changing technologies provide a fertile environment for unsatisfactory outcomes such as products on time but not to specification, or to spec but three months late. The question is what can be done to ensure success within this environment. Technology has certainly contributed to the satisfaction of more demanding clients and their desire for shorter timelines for aerial and land survey data. Leading-edge technologies in aerial survey (for example, airborne direct georeferencing, airborne GPS, softcopy photogrammetry, and other positioning technologies) have combined with sensors such as airborne LiDAR, digital cameras, and terrestrial laser scanning. This combination has dramatically reduced the data capture, quality process, and production timelines while introducing a potentially dangerous blackbox approach where few understand the processes. Lessons learned Worth reviewing are lessons learned from large and complex projects, such as ensuring that geodetic and geospatial advisers possess full knowledge of the project scope/problem/challenges so they can advise on the most appropriate products (geospatial advisers are land and aerial survey partner/suppliers). In addition, early geodetic and geospatial involvement yields the greatest return, and visualization products provide a common view for the benefit of diverse and distributed project teams. The first project lesson is from a recent experience that illustrates the importance of early involvement of your land and aerial survey adviser. We all know of projects in which existing and sub-optimal imagery and topographic data have been used due to an assumption early in the project life that appropriate spatial data already existed. This is a project where this error could not be afforded. The client sought to reduce an engineering project timeline from 10 years to 5 years. This construction project involved the design of an efficient water pipeline distribution infrastructure—currently serviced by 10,800 miles/17,500 linear kilometers of open earthen channels—over an area 4,520 square miles/11,700 square kilometers in Australia. Early involvement The 21 Principles for Projects and Professionals Application 1 Consider the whole then the parts 2 Know the tools 3 Consider contributing errors 4 Record-defining parameters 5 Beware the bounds of convention 6 Build proof into the process 7 Engage the users: be bilingual (layperson and technical specialist) Behavior 1 First responsibility is to the community Context 1 Confirm the client and interested others 2 Act well and with honesty 2 Define the objective 3 Stay within competence 4 Develop and maintain knowledge and skills 5 Act in the interests of client or employer 6 Inform clients and employers 7 Reveal conflict of interest 3 Be aware of external constraints and expectations 4 Assess and share the risks 5 Define the critical terms 6 Test processes against project scope 7 Attribute contributions by others The 21 principles were specifically formulated by analyzing why some projects v The 21 basic principles formulate a framework of values crafted to provide an overview of professional practice 46 BE MAGAZINE | Volume 5, Issue 2 http://www.aamhatch.com.au/resources/pdf/publications/technical_papers/21_Principles_FIG_HK.pdf
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