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  1. 1. Successful Implementation of Records Management WorkshopApril 18, 2012Automating Information Lifecycle GovernanceTom UtigerILG Competency Leader, GBS North America © 2012 IBM Corporation
  2. 2. My Background Grew up in Las Vegas UC Berkeley - Physics Random IT jobs Videogame developer – My company ECM / ILG – Pacific Gas & Electric – Charles Schwab – ZANTAZ – email archive startup – Data Empowerment Group – My company – IBM First Records Management Job – Microfilm Tech – Clark Country Records Department2 © 2012 IBM Corporation
  3. 3. IT Spend Outpaces Revenue IT Spend Growing Faster than Revenues CIO in Hostage Situation Data growth is unmanageable Budget eroded by waste Federal evidence rules extended to electronic data; “save everything” 2006 2008 2010 2012  Company data volume increases 875% in 5 years  Data management costs exceed $1B annually with volume3 © 2012 IBM Corporation
  4. 4. Our Customers Find Data Growth Outpaces Storage Budget and Business ProcessesRun rate costs rise continuously, consume more of Information growth has out paced information governance processesbudget Storage: Direct Procurement Costs in Millions Governance processes have not matured to reflect volume, specifically how to:  Define and execute legal holds and data collection (A-F)  Apply retention schedules to electronic information (G,H)  Align storage and manage information based on specific legal obligations and business value [I]  Provision, decommission and dispose of data [L,M,N] This leads to excess data and cost as well as High Risks & Mitigation Burden operational challenges that in turn contribute to risk: Difficulty disposing of unnecessary data Complexity in applying legal holds Inefficiencies in data management and governance 15 governance processes impacted by high data volume such as placing holds, collecting evidence, decommissioning systems and their inherent risks, represented in A-O.4 © 2012 IBM Corporation
  5. 5. IBM’s Information Lifecycle Governance Strategy Lowers Costs and Risks,Addresses Root Cause for Systemic ImprovementCurbs storage growth, lowers run rate permanently Program leadership, process improvement and technology from IBMStorage Direct Procurement Costs Information Lifecycle Governance Program Run rate reduction and growth avoidance  Executive charter for enterprise initiative Run rate  Processes, capabilities and accountability to achieve cost and risk reduction benefits through Process improvements, expertise and technology: Value-Based Archiving & Defensible Disposal  Archive to shrink storage, align cost to value  Dispose rather than store unnecessary data Estimated Risk or Mitigation Burden Reduction Extend and automate retention management  Include electronic data that has business value in addition to records for regulatory requirements  Automate retention schedules across all information to enable reliable, systematic disposal. Automate the legal holds and ediscovery process  Structure and automate legal holds process to lower risk, increase precision, enable disposal  Analyze in place to reduce unnecessary collection, processing and review5 © 2012 IBM Corporation
  6. 6. Silo Processes Are Misaligned:Holds & Retention Don’t Tie to Asset DUTY VALUE DUTY Schedules documented byLegal holds defined by record class employees involved Covers regulated Departmen Laws & Matter information and may not Thousands of legal t Regs encompass business value matters a year Web site for employees Thousands employees and IT, reliance on subject to hold, but employees to manage relying on IT to preserve records data ASSET Insufficient or unauditableNotices sent to employees Retention location for electronic Hold directly; records and IT Schedule records not informed Systems High legal (review) cost afunction total information volume Information IT has most of the data 800% or more data growth in 5 years – but budget needs to come down organized by asset code -- but no visibility to legal Unaware that legal risks and responsibilities have been shifted to it duties or business value No link between legal obligations (holds), records, business value and servers or information6 © 2012 IBM Corporation
  7. 7. A Billion Choices for IT, None of Them Actionable LEGAL BUSINESS 27,000 departments 6500 RIM laws 15,000 300,000 people DUTY VALUE DUTY Departme Law or Regulation Matter nt 642 codes 12,000 5,000 IT Retention Schedule Hold System How can IT clean up legacy How does IT efficiently determine data, retire applications and which of 15,000 legal obligations apply optimize without creating 10 to which departments, employees and new legal risks? PB information assets? Information (Content itself)7 © 2012 IBM Corporation
  8. 8. Breakthrough Solution for CIOs 1 2 3 Link Value & Clean Up Legacy Assess Risk & Obligations to Data & Retire Allocate Resources Assets Applications Efficiently Align IT investments Dispose of Reduce total cost of with information unnecessary data, compliance and needs and value eliminate reduce risk mitigation unnecessary cost costs and risk8 © 2012 IBM Corporation
  9. 9. Governance improvements and outcomes 1. Significant cost savings Save Money: the CIO and GC need Save Money: Save Money: Reduce Risk: Dispose of Remove and Manage Improve unnecessary reduce legal information compliance 3. Fundamental information costs by value process rigor improvement in information management practices9 © 2012 IBM Corporation
  10. 10. The Results: Case Study at Global 3 Pharma A global program to manage electronic information better: • Dispose of unnecessary data promptly $300 million savings • Store and retrieve information easily and promptly for business use • Consistently store and identify Company records • Meet regulatory and legal requirements related to information Which requires policies, procedures and systems to: • Legal hold and discovery case management system that significantly reduces the business and operational disruption required to meet legal obligations • Policies that comprehensively address Privacy, Information Security, Records Management and Legal requirements • Procedures and systems that increase efficiency of record keeping and data retrieval for business users • Systems that support and streamline end-user management of information needed for daily tasks and official Company records10 10 © 2012 IBM Corporation
  11. 11. The day of reckoning is here as illustrated by aclient case study Estimated Cost Savings on Storage Only Financial Benefits Storage H/W OpEx 2011: 2014 ($ M) $27m benefit in 2012 $38m benefit in 2013 $46m benefit in 2014 $132m over 3 years CIO Achieves Cost Reduction Goals Value-Based Archiving & Defensible Disposal Change Storage Growth Trajectory11 © 2012 IBM Corporation
  12. 12. THE SOLUTION12 © 2012 IBM Corporation
  13. 13. Very Simple Savings Proposition: Dispose ofUnnecessary Data Enterprise Information13 © 2012 IBM Corporation
  14. 14. Interplay Between ILG and eDiscovery(What you retain and archive will show up in ediscovery)Cut volumeto cut costCut volumeto cut cost14 © 2012 IBM Corporation
  15. 15. Align Information Management with Information Utility forTransformative ResultsPolicy and Process Integration Across Information Operationalize Program and Drive Business Outcomes withStakeholders Enables Disposal, Lowers Cost and Risk Structure, Defined Processes, Metrics Accountability 1. Executive Sponsorship Charter, directive and accountability for enterprise program 2. Metrics and Routine Measurement Defined dashboards with quarterly visibility on cost and risk reduction targets, operational progress and capacity 3. Program Office Coordinates across Stakeholders, Drives Achievement Ensures cross-silo engagement and progress toward maturity targets and financial objectives, change management 4. Delegates and Practice Leaders from IT, Legal, Records, and Business Mature Processes Process implementation, audit readiness, capacity recommendations to leadership 5. Technology Provides Capacity to Mature, Integrate and Enable Automates processes and ensures transparency, provides essential capacity15 © 2012 IBM Corporation
  16. 16. IBM SolutionSummary Stakeholder Capabilities PROCESS TRANSPARENCY CREATE, USE Unified Governance Optimal accessibility Transparency across stakeholder Communicate value and duration processes Tap governance liaisonsCommon governance data model and Access valuable information more easily enterprise mapLinkage of duties, value to information Analytics on volume/cost of information assets and business processes Governance analytics HOLD, DISCOVER STORE, SECURE Rigorous Discovery Efficient Storage Robust, affirmative legal holds Store and optimize by value for people, records, and data Meet SLAs for structured and Preserve in place automation unstructed information access where disposition occurs ILG execution capability and Efficient data analysis and enablement (holds, retention, disposal, collection collection) for data Legal cost and risk analytics Data hygiene and governance RETAIN, ARCHIVE DISPOSE Value-Based Defensible Disposal Taxonomy and regulatory requirements Catalog of information value and duty by asset Business value inventory Legacy data clean up, application retirement Reliable, executable retention schedules for Procedures and capabilities for disposal by source records and information of value Archive during period of value only Risk and cost dashboard for information portfolio Information cost and risk analytics16 © 2012 IBM Corporation
  17. 17. Logical Reference Model17 © 2012 IBM Corporation
  18. 18. Systematically Link Legal, Regulatory and Business Decisions toData Management DECISION MANAGEMENT Unified approach to decisions on what information to preserve, retain, archive, protect and delete. EXECUTION AUTOMATION Efficient, automated execution of legal holds, retention and disposition on file shares, records, and application data Syndicated policy to native sources for execution or collect data to manage by value and dispose of unnecessary data18 © 2012 IBM Corporation
  19. 19. Example Solution Components IBM Atlas eDiscovery Process Management IBM Global Retention Policy and Schedule Legal Matter Management Management for Legal, IT and Employees (Legal Holds and Collections) (Retention Policies, Schedules, and Privacy) IBM Disposal and Governance Management (Governance and Disposition) Policy Syndication (Legal Holds, Collection Instructions, Schedules) Case Legal Hold Parameters IBM eDiscovery Manager Evidence Collection and eDiscovery Analyzer Connector Retention & Privacy Evidence Management and Assessment Disposition IBM Enterprise EMC Records Records Migrate Manager IBM Optim for Data Growth Physical Records + + (Structured Data Archive) IBM FileNet P8 EMC Documentum IBM Classification Module, IBM Content Collector, IBM Records Federation Services Structured and Unstructured Sources (Symantec, SharePoint, Oracle, etc.)19 © 2012 IBM Corporation
  20. 20. ILG Risks Embedded in Business Processes2.21 Process Risk Posed by Process Failure Employees on Legal A Custodians are not identified and potentially relevant information is inadvertently modified or deleted Holds B Data on Legal Hold Actual, rogue or IT managed data sources missed in hold execution, potentially relevant information is inadvertently modified or deleted C Hold publication IT or employees migrate, retire or modify data because they lacked hold visibility Dynamic, diverse Information facts not considered in preservation and collection planning, data is overlooked; no follow through on information identified D Legal Interviews in custodian interviews E Evidence Collection Collection failure from overlooked source, departing employee, incomplete prior collection inventory, communication and tracking errors Evidence Analysis & Cost Material issues in dispute are poorly understood until after strategy established and expenses incurred. Excessive data causes litigation costs to exceed F Controls dispute value Unable to readily assemble, understand or defend preservation and discovery record. Failures in custodian and data source management. Preservation, G Legal Record collection detected long after occurrence and cause unnecessary remediation cost and risk Master Retention Company is unable to comply or demonstrate compliance with its regulatory record keeping obligations. Disparate nomenclatures for records make H Schedule & Taxonomy application of retention schedules/procedures difficult to apply and audit. Departmental IT ‘saves everything’ which increases discoverable mass, complexity and legal risk; IT disposes of information of business value undermining enterprise I Information Practices operation. Procedures for retention/disposal difficult to articulate and defend and unapplied by LoB. Privacy & Data Access, transport and use limitations are not understood by employees with information custody or collections responsibility and customers or employees J Protection rights are impacted Data Source Catalog & The type and nature of data in a system or process is poorly understood, leading to incomplete or inaccurate application of retention, preservation, K Stewardship privacy, and collection and disposition policy. Systems are unable to comply with or execute defined procedures for retaining, preserving, collecting, protecting and disposing of information, exposing L System Provisioning the company to significantly higher costs and risks Disposal & IT is unable to dispose of data and decommission systems causing significant unnecessary cost and risk; IT improperly disposes of data causing M Decommissioning unnecessary risk and legal or business expense Legacy Data IT is unable to associate data with business stakeholders or ensure legal duties are met, leading to oversight in collecting evidence and unnecessary legal N Management and operating costs Storage is over-allocated, misaligned with business needs and consumes unnecessary capital; IT is unable to reclaim storage and eliminate cost after data O Storage Alignment is deleted causing unnecessary cost. Unable to demonstrate reasonable efforts to establish and follow governance policies and procedures increases sanctions risks, penalties and judgments P Audit 20 and erodes customer trust © 2012 IBM Corporation
  21. 21. Example Program Roadmap and Workstream ApproachProgram 2012 2013 & the futureWork 1Q 2Q 3Q 4QStreams Steering CommitteeInfrastructure Program Roadmap Program Governance & Project Management andProgram DeploymentManagement  Size/Scale Architecture  Establish/Advise Steering Committee  Guide Change Management topics  Detail Planning  Engage leadership, shared metrics to build momentum  Orchestrate Communication Plan  Work Stream Roadmap  Monitor cost take-outs  Provide Oversight & Coordination of Project Workstreams  Deploy policy automation and classification methods Archive Structured & Unstructured Data Repositories to repositories (using reference configurations) as Foundation Staging Archive Factory appropriate to business process objectives  Source app assessment  Configure tools for  Ingest existing target  Decomissioning files, apps, servers ElaborationArchival &  Deploy repositories with configuration, policy  Specify archive adding new data sources appsDisposal requirements and alerts to IT staff  Archive next X apps automation, and classification methods  Establish Archival Factory  Define report/dashboard  Target Source Inventory process  Design/Stage/Config  Archive and Monitor Defensible Disposal & Monitoring  Define roll-out plan  Model/Test Archive  Handle errors and  Define Data Policy for  Rollout First apps exceptions  Monitor compliance & data volumes Back-up/Archive/Disposal  Archive first Systems  Complete Move to Tiered quantitatively, report & dashboards  Setup tools/environment Storage architecture  Transition Archiving to Client staff Legal Hold & Collection Modernization Legal Hold & Collection Automation E-Discovery  Design & Specify eDiscovery  Import existing holds  Define Legal Hold &  Installation of enforcement technology  Establish roles, workflows, Collection Connector for  Implement hold & collection Future state  Install &Configure Legal templates for legal, IT and Structured Sources connectors to ECM repositories RIM teams  Define Legal Hold &  Audit & Monitor automatic hold & Holds and Collections  Role Based User Enablement Collection Connector for collections of email, files & structured Unstructured Sources data RIM Modernization US Disposal Schedules Global Disposal SchedulesRecords and  Design RIM Future state  Configure Solution for assessments,  Configure Solution for assessments for  Configure audit reports  Configure Retention bulletins, questionnaires, dashboards Global Records Liaisons & LOBS and audit workflow forRetention Policies/Schedules  Configure Solution for systems inventory:  Installation of enforcement technology program audits  Ingest US Schedule legal metadata and attributes, categorization  Implement schedule propagation to  Refine analysis reports to codes, citation  US Records Coordinators define & map reference repositories detect additional risk/cost references records & non-records to data source  Implement change management and savings  Setup records coordinator  RIM Program team audits & updates periodic re-assessment process across network results record coordinator network21 © 2012 IBM Corporation
  22. 22. Contact Information Tom Utiger tom.utiger@us.ibm.com22 © 2012 IBM Corporation