ACTive ALIA
Developing an information management framework
Presentation at ALIA ACTive/AGLIN information sharing session no 4, 29 June 2005
David Williams, team leader, information management, DEWR
Once upon a time in an agency far, far away...
Early IM challenges @ DEWR
- No high level policy and minimal procedures
- No strategic plan or direction
- Multiple content management tools
- Multiple taxonomies, thesauri and metadata sets
- Few standards
- No governance arrangement
- No integration of developments
- Localised business rules
- Several libraries
- No performance measurement
- Intellectual capital not valued or managed
- IM not valued as a core capability
Environmental analysis
- Increasing volume and velocity of information
- Greater reliance on electronic information
- Poor management of digital assets
- Increasing rate of organisational change
- Technology complexity and opportunities
- Increasing expectations from clients
- Security, privacy and accessibility (FOI)
- Need to better manage risk
- Evidence and records requirements
- Better searching and retrieval
- More competitive labour market
Strategy to address shortfall
- Enterprise architecture approach
- Capability maturity assessment of information management practices
- Information management vision
- IM strategy to achieve the vision
- High level policy and executive support
- Principles and business rules
- Education and awareness program
- Establish performance measures
IM capability maturity evaluation
- Six IM capability areas
- Organisational context
- Organisational capabilities
- Management of IM
- Compliance and quality
- Records and information life cycle
- User perspective
Five maturity levels
- Initial Processes and practices are fragmented or non-existent.
- Defined Processes and practices are defined to varying degrees and are not applied consistently.
- Repeatable Processes and practices are defined, well understood and used consistently.
- Managed Process and practices are measured and managed to ensure delivery of desired results.
- Optimising The concepts of innovation, organisational learning and continuous improvement of the capability are consistently applied.
As-is, to-be maturity levels
The DEWR IM vision
'we will be recognised by our clients, customers, staff and suppliers as an organisation that values information as an asset and its effective management as a key business capability.'
Models
Enterprise architecture
'Enterprise architecture (EA) establishes a roadmap to achieve an agency's mission through optimal performance of its core business processes within an efficient information technology (IT) environment.
Simply stated, enterprise architectures are blueprints for systematically and completely defining an organisation's current or desired environment.'
Information architecture
An information architecture identifies the subject matter, the facts, figures, pictures, standards and all other relevant intellectual capital necessary to support the business of the enterprise, and the procedures and processes required to manage the intellectual assets.
Elements of an information architecture
- Strategic direction - mission, vision and strategic objectives
- Policies, procedures, principles and business rules
- Standards, protocols, templates, thesauri, taxonomies, BCS, metadata sets
- Change controls/management/scenarios (as-is, to-be)
- Models and integration with other architectures
- Information requirements to meet business needs
- A description of our intellectual assets, their location and attributes
- Critical success factors, evaluation, metrics and performance measures
- Strategies to address deficiencies and opportunities
Challenges
- Understanding organisational requirements
- Developing robust business cases
- Demonstrating value
- Managing risks and change
- Improving performance
- Dealing with technical complexity
- Measuring performance
- Geographically dispersed organisation
- Managing expectations of clients
Risks
- Failure to recognise information as an asset
- Lack of leadership/sponsorship
- Insufficient guidance
- Information principles not applied
- Information assets not retained
- Inappropriate destruction or loss
- Unauthorised use or disclosure
- Threats to IT integrity
Governance, review and consultation
- Information management committee
- Information management working group
- Information management consultative forum
- Focus groups
- Triad
- Enterprise architects forum
- Quarterly access to management board
- Internal audit
- ANAO
What's worked, what hasn't
- + implementation of policy and guidance
- + engagement of senior execs
- + recognition of IM staff skills
- - Value of EA not yet realised
- - Slow to change in staff behaviours
- - Slow to develop supporting systems
Where to from here
- Complete and publish the IM strategy
- Educate users to the need to capture and manage our digital assets
- Have IM recognised as a core capability
- Partner with clients to develop solutions
- Develop performance measures and publish results
- Work towards managing our human and social capital
Questions
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