Process-Centric Governance and Information Architecture
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The document discusses the importance of Information Governance (IG) in managing organizational information at an enterprise level, detailing its scope beyond traditional records management to include aspects like privacy and metadata management. It outlines a framework for assessing and improving information management systems through structured processes, governance, and continuous feedback. Key principles for successful projects emphasize strategic planning, consistent information architecture, and proactive change management.
Process-Centric Governance and Information Architecture
- 1. Copyright © 2014 Simon Rawson Principal Consultant, PowerMark Solutions simon@powermark.net.au 0430 986 682
- 2. • Why • What • How • Who • Feedback • Characteristics of successful projects Agenda
- 3. “Information governance, or IG, is the set of multi-disciplinary structures, policies, procedures, processes and controls implemented to manage information at an enterprise level, supporting an organization's immediate and future regulatory, legal, risk, environmental and operational requirements. IG encompasses more than traditional records management. It incorporates privacy attributes, electronic discovery requirements, storage optimization, and metadata management.” - Wikipedia • Governance, risk and compliance approach – a defensive model The Purpose of Governance
- 4. To Put It Simply…
- 5. • Yogesh Bhatt, Arunachalam Thirunavukkarasu, March 2010. “Information Management: A Key for Creating Business Value.” The Data Administration Newsletter. http://www.tdan.com/view-articles/12829 Information Management SWOT
- 6. • Print • Transactional documents (invoices, purchase orders etc) • Learning Management Systems (LMS) content • Contracts and other legal information • Procurement information / documentation about products or services your organisation acquires • Product / service accreditations • Human Resource information management (eg. Certifications and training etc) • Board and senior management (reports, spreadsheet models etc) • Internet-based references and resources • Extranets / partners’ information management systems How Well Do Your IM Systems Cover
- 8. Information and Process Architecture Model Policies & Governance Channels and Audience Infrastructure
- 10. Classifying Content and Building Taxonomies and Information Architecture Review Business Classification Scheme Identify Key Business Processes, Participants and Capabilities Identify Process Inputs, Outputs and Support Content Identify Metadata Review Business Classification Scheme Update Information Architecture Step 1: Desk Review Step 2: Workshops and Participants Step 3 Step 4 Update BCS
- 11. Quality System Content Relationships Taxonomies and metadata models tie content together facilitating search, navigation and content maintenance
- 12. Sample Process Map – Context Maps
- 13. Sample Process Flow Diagrams PROCESS: MAKE OFFER MEDICAL REQUIRED? MAKE OFFER SOURCE CANDIDATE PROCESS LETTER OF OFFER REQUEST FORM DOCTOR’S APPOINTMENT GM TO APPROVE PAC CEO/GM LETTER OF OFFER POLICE CHECK HEALTH DECLARATION EMPLOYEE EMPLOYEE DATA GENERATED YES
- 14. Sample Worksheet Relating Processes to Transactional and Reference Content
- 15. • Note – An Excel-based Benefits Register is available to those who want it Sample Issues/Recommendations List
- 16. Sample Key Document Register
- 17. 1 • Initial 2 • Repeatable 3 • Managed 4 • Measured and Mapped 5 • Optimised Process and Information Maturity Model (Extended from CMMI Model)
- 18. • Your Business Case must remain open to new potential benefits • Strategic benefits are hard to quantify. Operational benefits are easy to quantify taking a process-centric approach • Relate IM initiatives to your strategic plan • Capture the wins – provide a way for these to be identified, measured and recorded • Report wins regularly to senior management • Provide a way to capture feedback and suggestions for improvement • Establish a Benefits Register, and a process for review and action taking… • …with roles and responsibilities in the Governance Plan (naturally) Process Summation
- 20. • SharePoint internet / intranet • Executive sponsorship • Corporate strategy exec led subcommittee owns intranet strategy • Intranet Working Group – Responsible for day to day matters – IT is one of many participants • Process and lifecycle oriented information architecture • Operating and active support framework (Working Group)… • …but departmental responsibility for outcomes • 3 day governance review focussing on business processes yielded 85 recommendations for substantial process improvement Key Principles – Project 1
- 21. Large ECM/KM Project Structure – Project 2
- 22. Current Content Archival and Migration (J: Drives) to Cloud and ECM 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 NumberofFiles Files Updated by Year Deletion candidates Offline archive ‘Online’ archive ECM migration
- 23. ECM Primary Outcomes • Enterprise Content Management platform – Foundation configuration • Business content (documents, images, audio-visual) • Document approval workflow • Records management and taxonomy • Document management / retention for business applications – Extended capability (business intelligence, web content management, forms and business process workflow, online modelling) • Organisational change – More effective and efficient business processes – Training – Communications – Behavioural change • Support – Deployment & migration support during implementation – Governance and support model, processes and tools – Business and technical support
- 24. Deploy to Business Unit Infrastructure in production Content migrated / archived Desktop configured Tech & bus support operational Training complete Bus Unit Migrates to ECM Business Unit Deployment BAU
- 25. • Sponsor / owner • Producer / publisher • Communications – marketing • Organisational change and culture - HR • Authors / editors – departmental • Analyst – process / business requirements • Records and info management staff – IA, taxonomies BCS etc • Department representatives Roles
- 26. • Every process can yield feedback • Feedback may be complaints, compliments, observations about issues, requests, or suggestions • Feedback needs to be directed to the right people for response • Managing feedback is a process in its own right • Suggestions for improvement can come from the mailboy all the way to the MD • Few organisations have good processes or a culture for turning feedback into action Managing Feedback
- 27. • Design a process for effective management of feedback – Draw a process diagram – What metadata do you need to support the process? – Suggest performance metrics • Group discussion about organisational / cultural factors which need to be addressed Group Exercise: Process Design
- 28. Suggested Feedback Process Model ACTION Suppliers Staff Customers Business Partners
- 30. Business Process Change Request
- 31. Benefits Register Description of the Benefit to be Achieved Person Responsi ble for Realising the Benefit Description of Current Situation/Perform ance for the Business Processes Current Cost/ Performance Measure of the Business Process Target Cost/Perfor mance Measure after the Planned Change Target Date for the Benefit to be Realised Triggers or events that will cause the Benefit to be Realised Type of Contribut ion to the Business Assess ed Value of the Benefit or Saving Comment about the Assessed Value Strategic and Corporate Objectives and Outcomes supported by the Benefit Contribution of this Benefit to Achieving the Strategic and Corporate Objectives and Outcomes Value of the Benefit Realised and Date Achieved Reduce the amount of paper used to distribute information to staff. Chief Informatio n Officer All information to staff is distributed in hard copy. 2,000 reams of paper per year are used to distribute information to staff at a total cost of $11,000. All information to staff is distributed on the Intranet and via e-mail. June 2002 Intranet and e-mail systems deployed. All staff are trained in and have access to the Intranet and e-mail systems. All information to staff is published on the Intranet and distributed via e-mail. Financial - Cost Reduction $11,000 pa Reduce administrativ e costs by 10% per year. Value of benefit contributes a 0.01% p.a. reduction in administrativ e costs. Satisfy an increasing demand for information without increasing costs Chief Informatio n Officer Requests for information taken by phone are sent by mail. Requests are also made in person over the counter. Demand is increasing by 10% per year. 100 items of information are requested per day (26,000 per year) and cost $5 per item to satisfy or $130,000 per year. 2,600 items of information accessed via the website in first year. June 2000 Website established and documents published. Availability of website is advertised via ‘phone- hold’ message, and branch signage. Financial - Cost avoidance Quatnity - Increased productivit y $13,000 pa Increased demand for information satisfied without increasing resources. Reduce administrativ e costs by 10% per year. Value of benefit avoids increases in administrativ e costs to satisfy increasing demand for information. 7,800 items of information accessed via the website in the first year with $39,000 value of costs avoided. Benefit achieved June 2000.
- 32. The Common Characteristics of Highly Successful ECM / KM Projects • Survey of 90 initiatives in 80 organisations Production 30% Product Development 25% Customer Service 25% Competitive Intelligence/Strategic Planning 10% Enterprise-Wide 5% Sales Processes 5% Project Management 5% Intellectual Capital Management 5%
- 33. Key Findings • 65% all projects aimed at revenue generation or process improvement • 35% aimed at efficiency and cost reduction • Of high performing projects, only 5% aimed at cost reduction
- 34. Common Characteristics • Plan your approach (76% high impact projects had a detailed strategy. 87% low performing projects didn’t have a strategy) • Consistent information architecture and metadata model, plus key SME’s identified • Invest in content maintenance (84% high impact projects) • Plan for change (no low impact projects had ongoing change management measures)