I&T (Mar 2013)

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I&T (Mar 2013)

  1. 1. 1White PaperI&TThis paper about Information and Technology explores the ‘I’ in ITand proposes that, while recognizing the intimate relationship ofinformation with technology, information management should be dealtwith as a domain in its own right.Mark Smalley, 29 April 2013
  2. 2. 2I&TI believe that this is the shortest title that I’ve written. I&T. Information andTechnology.Why write about it?Because, strangely enough, the term ‘IT’ seems to be confusing. Does it referto an organizational entity, e.g. the IT department and if so, does thatinclude the applications domain? Does it refer to artefacts such as hardware,software and data that are used to enable and support planning, collection,organization, use, control, dissemination and disposal of information1)? Andfinally, and this is my main topic, is ‘information’ included in IT, or is it aseparate entity?Why now?I had the recent pleasure of taking part in a panel discussion about Trends inIT Service Management2)with Chris Dancy and James Finister, moderated byStephen Mann. While preparing for the panel discussion and thinking aboutthe kind of questions that people would and should be thinking about, Idecided to ask some movers and shakers in my network about the questionsthat they thought IT people should be thinking about. This resulted in 67questions3)posed by 24 experts from 16 countries. Amongst whom CharlesBetz. Charlie often apologizes for being an architect but you’ve got to givehim credit for being one of the cleverest guys in the room as far as analysisand (historical) perspective is concerned. Charlie noticed that some of thequestions touched on “the age-old existential questions about ‘what is IT?’and ‘what happens if we take IT out of ITSM?’” and referred the experts to acouple of essays4)as well as his definition of IT value: “IT value is found inqualifying the organization [or more generally, any actor] to participate ininformation-rich environments, and - to the extent that performance dependson excellence in managing information - in elevating this performance abovepeers”. Charlie has shared this with me previously and I’ve referred to it alot5)in my simplified form: “using IT to help you both survive and succeed”.
  3. 3. 3Anyway, getting back to ‘why now?’, it was the “performance depends onexcellence in managing information” part that triggered my urge to writesomething and, in so doing, structure my thoughts.Information managementA quick search will provide you with several decent definitions of informationmanagement and I’ve combined a couple to clarify the activities, goals, andresponsibilities:“Information management is the means by which an organization efficientlyplans, collects, organizes, uses, controls, disseminates and disposes of itsinformation, and through which it ensures that the value of that informationis identified and exploited to the fullest extent.1)Information management is a corporate responsibility that needs to beaddressed and followed from the most senior levels of management to thefront line worker. Organizations must be held and must hold their employeesaccountable to manage information appropriately and responsibly.6)”This composite definition appeals to me for two reasons. It doesn’t mentioninformation technology (which I regard as a closely related but separateentity with its own characteristics). It emphasizes that it’s a business (privateor public organization) responsibility to manage information, implying thatinformation is a business asset. The more important the business asset, thegreater the need to manage the asset.Importance of informationSo how important is information? How crucial is information for helping youto survive? How crucial is information for helping you to succeed? Isinformation ‘just’ an internal resource that supports your primary processesor is it (part of) your product/service? The answers to these questions willinform how you organize information management.Taking a high-level governance perspective, I’d suggest that there are twomajor questions to be answered:
  4. 4. 4- Are you spending an appropriate amount of time and money oninformation (as opposed to other assets such as people?- Is this time and money well-spent?Drilling down to questions for business management- How well do you (as users of business information) identify theinformation that your business needs?- How well do you acquire and manage IT services that fulfill (part of)your information needs?- How well do you construct and manage the non-automated part (e.g.manual procedures) of your information systems?- How well do you use your information systems?The forth question is often the weakest link in the chain. You have spentgazillions of creating information systems with lots of potential but the actualvalue is only realized when they are used effectively and hopefully alsoefficiently. Who is responsible for ensuring effective and efficient use? Hasthis and the other three topics been left to chance or have they beenorganized? Can the board of director and top management demonstrate thatthey are governing and managing information appropriately?Standards/frameworksIT people often think in terms of plan/build/run and demand/supplyparadigms. From a business perspective, demand/supply/use is moreappropriate, and I have used this paradigm to qualify threestandards/frameworks that come to mind when thinking about guidance forinformation management:- The ISO/IEC 385007)“standard for corporate governance ofinformation technology” states as its goal “to promote effective,efficient, and acceptable use of IT in all organizations”. IT is defined asthe “resources required to acquire, process, store and disseminateinformation”, so strictly speaking it ‘only’ addresses the governance ofresources and not information itself. Although the only explicitreference to information as a separate entity is about “evaluating therisks to the integrity of information”, experts agree that standardshould be implemented to include governance of information.
  5. 5. 5- COBIT 58)is a “business framework for the governance andmanagement of enterprise IT” that “create optimal value from IT bymaintaining a balance between realising benefits and optimising risklevels and resource use”. I have not (yet) discovered a COBITdefinition of IT but there are frequent references to “information andrelated technology”, implying recognition of two entities to begoverned and managed. In terms of the demand/supply/use paradigm,demand and supply are dealt with extensively but use is not dealt withanything like the same depth and thoroughness in the rest of COBIT.The following decomposition of ‘information and related technology’ isnot explicitly mentioned in COBIT but was inspired by a discussion withgovernance guru Mark Toomey. I believe that these six items areseparate entities that need to be managed in their own right:o the business need for informationo information (including metadata)o technological benefitso technologyo the business use of informationo the business use of technology.Referring to benefits, Toomey quotes from his book Waltzing with theElephant9): “To plan virtually any business in the 21st centurydemands an understanding of how information technology (amongothers) can influence and enable the business. Any organization thatdoes not take information technology into account as part of itsstrategic and operational planning is likely to miss opportunities, andto be beaten by its competitors.”, adding a comment about theimportance of metadata: “Understanding how IT can influence andenable the business demands an understanding of the information onwhich the business runs – any other proposition is nonsense.”- The BiSL10)framework is the “business information services library”that “helps organizations to adopt a professional approach to themanagement of their business information” and addresses demandand use, giving guidance for management and for practitioners whofulfill roles such as key-users, functionality managers, and businessanalysts. BiSL focuses on information (it use the term ‘businessinformation’, and demand and use of IT (services) but not supply.
  6. 6. 6This high-level comparison is illustrated in the two tables below, wheremanagement has been divided into the activities specifically related togovernance (i.e. implementing policy guidance, and reporting for monitoringpurposes), and ‘regular’ management of resources and activities. Themapping is admittedly very rough and therefore open to criticism (BiSL alsoaddresses some governance aspects such as policies but with less rigor thanISO/IEC 38500 and COBIT 5) but illustrates the focus of the standard andtwo frameworks.ISO/IEC 38500 COBIT 5 BiSLGovernance X XManagement (governance aspects) X XManagement (other aspects) X XExecution XISO/IEC 38500 COBIT 5 BiSLInformation Integrity Demand/Supply/Use Demand/Supply/UseIT (services) Demand/Supply/Use Demand/Supply/Use Demand/UseSo what?So information and technology are different things. So information isimportant and therefore needs to be managed in its own right. So there isguidance, training and certification available for those tasked withgovernance, management and execution of information managementactivities. What’s the problem? In most organizations, informationmanagement is informally and partially organized. Consequences? Missedbusiness opportunities by not reaping the potential benefits of information;operational, compliancy and reputational risks; money wasted due toinefficient use of resources. Who’s to blame: business or IT? Probably both,for mixing a lethal cocktail of ignorance, complacency, incompetence andorganizational politics. But that’s not going to solve the problem. What is? Asfar as I’m concerned the only way forward is to use a proven approach tocomplex problems11), namely a multidisciplinary probe-sense-respondapproach in which the most effective practices will emerge. In practicalterms, get your more information-oriented and IT-oriented business peopleand your more business-oriented and information-oriented IT people to
  7. 7. 7collaborate on achieving a common goal: organizing informationmanagement in your specific organization. Use the available guidance as “agood place to start your thinking, and a terrible place to stop12)”. Ultimatelythe buck stops at the board but make the best use of your capabilities,irrespective of whether they are in business and IT. I believe that thetraditional border between business and IT, demand and supply, is currentlyin flux. So feel free to draw your own borders.Career opportunitiesA final thought. Traditional IT departments are under pressure from bothsupply and demand. On the supply side, external IT service providers areencroaching into their space with offerings such as Software as a Service.From the other side, increasingly IT-savvy business departments are exertingpressure on IT departments or are leapfrogging them and dealing directlywith external IT services providers. IT departments used to be the sole partythat the business dealt with for IT services, as is illustrated below.But this linear relationship is morphing into a triangular relationship betweenmore IT-savvy business departments, slimmed-down IT departments, andmore ‘mature’ external service providers.
  8. 8. 8I believe that there are three main career options for professionals currentlyworking in IT departments.- Stay in the IT department but be prepared to take on a more‘logistical’ role as broker and integrator.- Move to an external IT service provider and fulfill your previous rolebut from a more commercial perspective and possibly from anemerging economic region.- Move along the IT value chain towards the business: acquire businessknowledge, business empathy (this is no mean feat) and informationmanagement capabilities. In this area, business and IT are converginginto one entity, as opposed to aligning themselves as separate entities.
  9. 9. 9References1. Queensland Government Information Management Policy Definitions,Dec 2009, v.1.0.1: www.qgcio.qld.gov.au2. ITSM in 2013 and Beyond: Everything You Need to Know in 55Minutes: www.brighttalk.com/webcast/534/672493. Give me questions, not answers:www.aslbislfoundation.org/en/bisl/publications/whitepapers4. www.lean4it.com/2011/05/leave-the-it-in-itsm.html &www.lean4it.com/2012/06/what-is-it-value.html5. E.g. BIM Function:www.aslbislfoundation.org/en/bisl/publications/whitepapers6. AIIM, What is Information Management: www.aiim.org/What-is-Information-Management7. ISO/IEC 38500: www.iso.org8. COBIT 5: www.isaca.org9. Waltzing with the Elephant: www.infonomics.com.au/wwte.htm10. Business information Services Library: www.aslbislfoundation.org11. Cynefin: www.cognitive-edge.com12. Ivor Macfarlane With a little help from my ITSM friendswww.smalley.it (publications)AuthorMark Smalley is Ambassador-in-chief at the not-for-profit, vendor-independent ASL BiSL Foundation and is aself-employed IT Management Consultant at Smalley.IT.He is specialized in Application Lifecycle Management andIT Governance. Mark is a regular speaker at internationalconferences, where he has reached out to thousands ofIT professionals.Follow & engage with Mark on Twitter @marksmalleyEmail: mark.smalley@aslbislfoundation.orgFurther details, publications & speaking engagements at Smalley.IT

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