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Workshop: Processes and practices for effective information governance

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Workshop: Processes and practices for effective information governance. Presented for Ark Group at the Information Management and Governance for the Public Sector Forum on 26th June 2012 at the Citigate Hotel in Sydney

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Workshop: Processes and practices for effective information governance

  1. 1. Workshop:Processes and practicesfor effective informationgovernancePresented by: Micheal Axelsen Director Applied Insight Pty Ltd
  2. 2. Information managementOh if only it were that simple! All right, who cheered?
  3. 3. INTRODUCTION
  4. 4. About the speaker • Services • Micheal Axelsen provides consulting services with the objective of improving the business governance of information. • This includes IM/IS Strategy Development, Software Selection, & IT Services & Governance Review. • Position and qualifications • Qualifications – Bachelor of Commerce (Hons) – Masters of Information Systems – FCPA • Director of Applied Insight Pty Ltd
  5. 5. About this presentationObjectives• Identify why you need an IM strategy• Equip you with the tools to let you develop an information management strategyAgenda• Expectations from this workshop• Why information management?• What is an information management strategy?• Information management tools and templates – An approach to start, refine, or build your information management strategy. – Template tools for developing the information management strategy
  6. 6. EXPECTATIONS FROMTHIS WORKSHOP
  7. 7. Expectations• What are your expectations from this workshop?
  8. 8. WHY INFORMATIONMANAGEMENT?
  9. 9. What is information management?• To be clear, this isn‟t about personal information management – this is information management for the enterprise• Enterprise Information Management (EIM) is the program that manages the enterprise information asset to support the business and improve value. EIM manages the plans, policies, principles, frameworks, technologies, organizations, people, and processes in an enterprise toward the goal of maximizing the investment in data and content (Making EIM Work for Business by John Ladley, 2010)
  10. 10. Tales from the data vault Image from Flickr User stargazer95050. Some Rights Reserved.Image from Flickr User markscott. Some Rights Reserved. Image from Flickr User krysten_n. Some Rights Reserved. Image from Flickr User www.flickr.com/justplainhope. Some Rights Reserved. Image from Flickr User Phil Strahl. Some Rights Reserved.
  11. 11. What is information management? Data << Information << Knowledge• Today the business model no longer emphasises „data management‟ (which enables processes but long-term value is limited) and instead emphasises „information management‟ (which enables long-term planning and innovation).• Data management is assumed.• Information is now the fuel of the agency – and being fuel, it must be managed appropriately.
  12. 12. Exercise: do we treat information howwe should? • What – hypothetically of course – might be people‟s reaction when you discuss “information management”?
  13. 13. Is Information Management even important?• For a start, in the public sector it‟s necessary due to high compliance requirements (e.g. backup, „push‟ information provision rather than „pull‟) and the need for transparency (freedom of information).• However there‟s more to the business case than that: – IT efficiency (lower costs of information gathering, storage, software development and processing) – Business benefit (faster access to information, better quality data, faster decision making, better decisions) – Risk management (prevent fraud, avoid fines, reduce insurance premiums, regulatory risk)
  14. 14. Information Management RoundupState Whole-of-Government Department by Withdrawn DepartmentCommonwealth Yes Yes No (holistic – no separate framework)New South Wales Yes No YesNorthern Territory No Yes NoQueensland Yes No No (“under review”)South Australia No Yes NoTasmania No Yes NoVictoria Yes No No (Adopted Queensland IM Principles)Western Australia No Yes No Queensland provides a basis to move forward at least.
  15. 15. Queensland Government InformationManagement Policy Framework
  16. 16. What is Information Management?Information management is the way in which anorganisation plans, identifies, creates, receives, collects,organises, governs, secures, uses, controls, disseminates,exchanges, maintains, preserves and disposes of itsinformation. It is also the means through which theorganisation ensures that the value of that information isidentified and exploited.(Victorian/Queensland Definition)
  17. 17. WHAT IS ANINFORMATIONMANAGEMENTSTRATEGY?
  18. 18. Where to start? It‟s not rocket surgery!The enactment of significance (Beynon-Davies, P. (2011). In-formation on the prairie: Signs,patterns, systems and prairie dogs. International Journal of Information Management, 31(4), 307-316).
  19. 19. Scope• The strategic issue: the growing need to manage data, information, and documents.• A sustainable enterprise-wide information management strategy that addresses operational, management, and executive areas• Management first, technology second: understand the importance of speaking to the agency‟s management first, and speaking to the software salesperson last.
  20. 20. Improving information managementCreating active strategies• It is naive to think that information management can be improved in a „Great Leap Forward‟ on all fronts and all at once• To be sustainable, information management must meet the cost/benefit test, and be important to the business• An information management strategy grows organisational capability by implementing a „floor‟ for all data and focussing the most resources upon the most critical data• This creates less business risk, higher quality, and lower costs than a „big bang‟ approach
  21. 21. Practical strategies• Owned by the business, not „IT‟• Set core standards for all information, and focus resources on the development of information governance approaches for absolutely critical data first.• Do not develop over-engineered solutions for the entire organisation‟s information at first.• Slow-burn strategies that deliver beat fast-burning failures every time• Build the strategic rhythm of monthly & quarterly reviews• Set quarterly deliverables in the program of works for ease of monitoring• An active strategy is a practical strategy
  22. 22. Where does IM strategy fit?
  23. 23. Where does IM Strategy fit?
  24. 24. Developing and delivering the Information Management strategy • What assets do we have? • What is the „floor‟ of activities we • What IM capabilities do we absolutely must do for all have? information? • How mature is our IM? • Where do we get the most value • What resources do we from information management? have? • Identify capability and maturity gaps Assess Plan • Identify IM activities that make IM sustainable over the lifecycle• How did we go? • Short and sharp• Measure and report • No more than three years KPI‟s Advance Do • Outcomes identified• Identify and monitor • Focused on high-value delivered value information types• Confirm the next steps • Managed as a project – so keep everything SMART
  25. 25. Overall approach
  26. 26. Assess: Factors
  27. 27. Plan: Put effort in where required
  28. 28. Do: IM Strategy Framework
  29. 29. Do: be strategic about effortFocus on the valuable, and grow and expand your capability!
  30. 30. What information to save?
  31. 31. Do: Be strategic about maturity
  32. 32. INFORMATIONMANAGEMENT TOOLSAND TEMPLATESCONCLUSION
  33. 33. Introducing COBIT• COBIT 5 (updated in 2012) is the latest version of the IT Governance Institute‟s framework for IT governance.• Although developed by auditors, it provides an excellent base for the development of IT management processes, including information management.• A significant portion of COBIT is directly relevant to information management, although not all.
  34. 34. COBIT 5: GOVERNANCE AND MANAGEMENT KEY AREASSee COBIT 5 Enabling processes Handbook (Figure 9)
  35. 35. COBIT Process OverviewCOBIT provides a source of „best practices‟ – an excellent template to follow
  36. 36. Queensland Government InformationManagement Policy Framework
  37. 37. Information Security Identifiable COBIT Processes, Management Practices, & Activities AP002 Manage Strategy APO07 Manage Human Resources DSS01 Manage Operations APO13 BAI03 Manage Manage Solutions DSS01.04 Security DSS02 Manage Identification Manage the Service and Build Environment Requests and Incidents DSS01.05 DSS03 Manage Manage Problems Facilities MEA03 Monitor, DSS04 Manage Evaluate and Assess Continuity Compliance with External Requirements
  38. 38. DSS04 Manage Continuity (Process)
  39. 39. DSS04 Management Practices
  40. 40. DSS04.01 ActivitiesSTOP
  41. 41. Queensland Government IM Maturity Development Resource• Created by Public Sector ICT Development Office of Queensland Government• Note: available under creative commons: – to copy, distribute, display, and perform the work – to make derivative works to make commercial use of the work• See: http://www.qgcio.qld.gov.au/SiteCollectionDocuments/Ar chitecture%20and%20Standards/QGEA%202.0/Informat ion%20Management/IM%20Maturity%20Development% 20Resource%20Tool%20Final.xls
  42. 42. Queensland Government IM MaturityDevelopment Resource
  43. 43. Do: Be strategic about maturity
  44. 44. Defined Information Governance
  45. 45. Information Management Activities(Examples)
  46. 46. Template IM Strategy• Purpose• Scope• Assessment – PESTEL – Governance, Strategy, Resources – People, Process, Technology• Challenges and Issues Identified• Identified Initiatives addressing Challenges• Time-bound work plan• Evaluation and Monitoring Mechanisms• Appendices
  47. 47. Exercise: Identify Initiatives
  48. 48. Exercise: Cluster activities
  49. 49. CONCLUSION
  50. 50. Expectations – how did we go?• How did we go with meeting your expectations from this workshop?
  51. 51. Further resourcesWeb• Queensland Information Management Framework (See www.qgcio.qld.gov.au)• COBIT 5 (See www.itgi.org)• My website (see www.michealaxelsen.com and www.appliedinsight.com.au)References• Gillies, C., & Broadbent, M. (2005). IT Governance: A Practical Guide for Company Directors and Business Executives Retrieved 08/06/2010, from http://www.cpaaustralia.com.au/cps/rde/xbcr/cpa-site/ITgovernance-guide-for-company- directors.pdf• Gillies, C. (2008). Business Management of Information Technology Retrieved 08/06/2010, from http://www.cpaaustralia.com.au/cps/rde/xbcr/cpa-site/business-management-of-IT.pdf• Ladley, J. (2010). Making EIM Work for Business. Burlington, MA: Morgan Kaufmann.• Project Management Institute. (2008). A Guide to the Project Management Body of Knowledge (3rd ed.). London: Project Management Institute.• Weill, P., & Ross, J. (2004). IT Governance: How top performers manage IT decision rights for Superior Results. Boston, Massachusetts: Harvard Business School Publishing.
  52. 52. CONTACT DETAILSMicheal Axelsen Applied Insight Pty LtdDirector, Applied Insight Pty Ltd PO Box 603 Toowong DC 4066m: 0412 526 375 AUSTRALIAt: +61 7 3139 0325e: micheal.axelsen@appliedinsight.com.aublog: www.michealaxelsen.com

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