Researcher and Professor, Ali Daneshmandnia, shares his research on organizational culture and its' effects on Information Governance. How can one shift to a culture that is more likely to accept and accelerate Information Governance efforts? Learn in this unique session with critical research for the profession.
The need for introducing decision support system (dss) in nigerian universiti...Alexander Decker
This document discusses the need for introducing decision support systems (DSS) into the management and administration of Nigerian universities. It defines DSS as computer-based information systems that support organizational decision-making. The document notes that decision-making is an essential skill for university administrators. It then provides an overview of university administration and management responsibilities, including admissions, academic affairs, finances, facilities, IT, fundraising and research administration. The document argues that DSS could help administrators make timely, well-considered decisions by analyzing options and recommending courses of action. It concludes that DSS should be introduced in Nigerian universities to support effective decision-making.
The document summarizes research into information security governance awareness at the board of director and executive committee levels. It finds that while many organizations have information security practices in place, such as a chief information security officer and security policies, the effectiveness and alignment with business objectives is unclear. Reporting and monitoring have room for improvement, and awareness remains a challenge. Drivers for implementing governance are typically severe security incidents and legal/regulatory compliance pressures rather than proactive alignment with business strategy.
Uel information strategy development implementation v2-acGurdish Sandhu
The presentation outline the University of East London's approach to Information Strategy Development and Implementation. The goal of Information Strategy to establish Information management culture that is embedded in the attitudes, behaviours, processes and decision making.
What are we learning from learning analytics: Rhetoric to reality escalate 2014Shane Dawson
This document summarizes a talk about what we are learning from implementing learning analytics (LA) in higher education. It discusses the drivers for interest in LA, perspectives from industry and research, benchmarks of current LA adoption, and emerging models. While industry rhetoric portrays LA as providing easy answers, the reality is more complex. Most universities are still in early stages of basic reporting rather than advanced applications. For LA to meet its potential and have long term impact, a process-focused model is needed that builds organizational capacity, is adaptive, and takes a broad view of LA beyond just retention.
It governance in higher education institutions in the philippinesDave Marcial
This document discusses a study on IT governance in higher education institutions in the Philippines. The study investigated the level of prioritization and degree of implementation of IT governance. Some key findings include:
- IT governance in HEIs is highly prioritized but only moderately implemented, showing a gap between priorities and implementation.
- There is a positive relationship between the level of prioritization of IT governance and its degree of implementation.
- The IT manager's level of technical and conceptual skills are also positively related to the degree of implementation.
- Factors like the IT manager's decision-making abilities and the HEI's size/resources were not significantly related to implementation.
The document recommends rethinking IT governance
This document summarizes a presentation about how data and predictive analytics are changing expectations around accountability and student success in post-secondary education. It discusses how predictive modeling can identify at-risk students, but predicting risk is not enough - institutions must also link predictions to interventions. The presentation also explores opportunities to generate new insights from data and leverage online learning to fulfill its promise by embracing analytics. The PAR Framework collaborative aims to help institutions improve effectiveness and outcomes through common data definitions, benchmarks, predictive models, and an intervention inventory tool.
Ellen Wagner, Executive Director, WCET.
Putting Data to Work
This session explores changing data sensibilities at US post-secondary institutions with particular attention paid to how predictive analytics are changing expectations for institutional accountability and student success. Results from the Predictive Analytics Reporting Framework show that predictive modeling can identify students at risk and that linking behavioral predictions of risk with interventions to mitigate those risks at the point of need is a powerful strategy for increasing rates of student retention, academic progress and completion.
presentation at the 15th annual SLN SOLsummit February 27, 2014
http://slnsolsummit2014.edublogs.org/
Information management is concerned with the infrastructure used to collect, manage, store, and deliver information, as well as guiding principles to make information available to the right people at the right time. It encompasses people, processes, technology, and content. The purpose of information management is to design, develop, manage, and use information with insight and innovation to support decision making. It involves gathering information from various sources and organizing it through different stages from tagging to structuring and archiving. Managing information successfully requires competencies across several knowledge and process areas. Common challenges organizations face include disparate systems, lack of integration, outdated legacy systems, and poor information quality.
The need for introducing decision support system (dss) in nigerian universiti...Alexander Decker
This document discusses the need for introducing decision support systems (DSS) into the management and administration of Nigerian universities. It defines DSS as computer-based information systems that support organizational decision-making. The document notes that decision-making is an essential skill for university administrators. It then provides an overview of university administration and management responsibilities, including admissions, academic affairs, finances, facilities, IT, fundraising and research administration. The document argues that DSS could help administrators make timely, well-considered decisions by analyzing options and recommending courses of action. It concludes that DSS should be introduced in Nigerian universities to support effective decision-making.
The document summarizes research into information security governance awareness at the board of director and executive committee levels. It finds that while many organizations have information security practices in place, such as a chief information security officer and security policies, the effectiveness and alignment with business objectives is unclear. Reporting and monitoring have room for improvement, and awareness remains a challenge. Drivers for implementing governance are typically severe security incidents and legal/regulatory compliance pressures rather than proactive alignment with business strategy.
Uel information strategy development implementation v2-acGurdish Sandhu
The presentation outline the University of East London's approach to Information Strategy Development and Implementation. The goal of Information Strategy to establish Information management culture that is embedded in the attitudes, behaviours, processes and decision making.
What are we learning from learning analytics: Rhetoric to reality escalate 2014Shane Dawson
This document summarizes a talk about what we are learning from implementing learning analytics (LA) in higher education. It discusses the drivers for interest in LA, perspectives from industry and research, benchmarks of current LA adoption, and emerging models. While industry rhetoric portrays LA as providing easy answers, the reality is more complex. Most universities are still in early stages of basic reporting rather than advanced applications. For LA to meet its potential and have long term impact, a process-focused model is needed that builds organizational capacity, is adaptive, and takes a broad view of LA beyond just retention.
It governance in higher education institutions in the philippinesDave Marcial
This document discusses a study on IT governance in higher education institutions in the Philippines. The study investigated the level of prioritization and degree of implementation of IT governance. Some key findings include:
- IT governance in HEIs is highly prioritized but only moderately implemented, showing a gap between priorities and implementation.
- There is a positive relationship between the level of prioritization of IT governance and its degree of implementation.
- The IT manager's level of technical and conceptual skills are also positively related to the degree of implementation.
- Factors like the IT manager's decision-making abilities and the HEI's size/resources were not significantly related to implementation.
The document recommends rethinking IT governance
This document summarizes a presentation about how data and predictive analytics are changing expectations around accountability and student success in post-secondary education. It discusses how predictive modeling can identify at-risk students, but predicting risk is not enough - institutions must also link predictions to interventions. The presentation also explores opportunities to generate new insights from data and leverage online learning to fulfill its promise by embracing analytics. The PAR Framework collaborative aims to help institutions improve effectiveness and outcomes through common data definitions, benchmarks, predictive models, and an intervention inventory tool.
Ellen Wagner, Executive Director, WCET.
Putting Data to Work
This session explores changing data sensibilities at US post-secondary institutions with particular attention paid to how predictive analytics are changing expectations for institutional accountability and student success. Results from the Predictive Analytics Reporting Framework show that predictive modeling can identify students at risk and that linking behavioral predictions of risk with interventions to mitigate those risks at the point of need is a powerful strategy for increasing rates of student retention, academic progress and completion.
presentation at the 15th annual SLN SOLsummit February 27, 2014
http://slnsolsummit2014.edublogs.org/
Information management is concerned with the infrastructure used to collect, manage, store, and deliver information, as well as guiding principles to make information available to the right people at the right time. It encompasses people, processes, technology, and content. The purpose of information management is to design, develop, manage, and use information with insight and innovation to support decision making. It involves gathering information from various sources and organizing it through different stages from tagging to structuring and archiving. Managing information successfully requires competencies across several knowledge and process areas. Common challenges organizations face include disparate systems, lack of integration, outdated legacy systems, and poor information quality.
This document discusses the vision and strategic priorities of consolidating information systems at a university under a single entity called "One I.S.". It identifies challenges such as multiple disjointed systems and a lack of coordination. The strategic priorities are outlined as creating a single administration system, unified teaching and learning ecosystem, and unified research computing. The document discusses how centralizing services can help realize economies of scale, reduce costs, and mitigate risks. It provides comparisons to other universities and outlines changes to organizational structure, planning processes, and projects to work towards the "One I.S." vision.
The design of data systems within education can be challenging due to a lack of easily accessible information and a large variety of stakeholders with differing needs. Architecting Academic Intelligence is the process of centralizing and making accessible the student administrative information to the every member of the administration, faculty and staff of the City Colleges of Chicago so as to more efficiently promote student success.
A presentation of CORE"s ten trends for 2020 - a 15 year retrospective look at the trends we've covered, and some questions to prompt thinking for the future.
The document discusses IT governance challenges at Chisholm Institute and strategies for improvement. It summarizes frameworks like COBIT, ITIL and PRINCE2 that can help with governance. It then details how Chisholm restructured its IT department and implemented an ICT Governance Committee aligned with the AS8015 standard to better link IT with organizational strategy and priorities.
Records Managers within Law Firms have a tough job, providing and enforcing policies, building out defensible procedures and overseeing an information lifecycle program. Over the years process has changed, regulations have been tightened and expectations have heightened.
In this presentation, understand how Information Governance (IG) is playing a major role in the evolution of Records Management within Law Firms. Information Governance is a term being thrown around and many (or at least those brave enough to admit it) are unsure of what it really means. IG relies on automation, systems, tools and compliance to succeed. With records managers focus on risk avoidance, join us to better understand the new expectations of records managers to protect your firm as well as steps to implementing an IG Program.
Information technology has significantly impacted the accounting discipline by introducing new ways to retrieve and process performance and control information. IT systems like ERP separate financial from non-financial data, enabling better accounting. However, they also provide new potential for management control as data becomes more shareable. Information system auditing evaluates information systems to assess control effectiveness and adequacy in helping an organization achieve its objectives. It identifies risks from IT usage and suggests control improvements. Key elements of IS audits include assessing data, applications, technology, facilities, people, and reviewing system administration, software, network security, business continuity, and data integrity.
This document discusses using learning analytics to support self-regulated learning (SRL). It begins with an overview of learning analytics and its benefits for students and teachers. Key features of learning analytics are its use of large datasets, ability to provide real-time feedback, and collection of unobtrusive behavioral data. Learning analytics can provide objective evidence to support SRL processes like self-observation, self-judgment, and self-reaction. However, effectively using learner data requires competencies like data literacy, critical thinking, understanding visualizations and biases, applying data to learning, and considering ethical and legal issues. Skills are also needed to transfer data into self-regulated learning and place learning in a social context.
This document provides an introduction to a course on business analytics. It outlines the course objectives to build students' knowledge of applying analytics in various industry settings. It discusses administrative details like the grading structure and course schedule. It also introduces fundamental concepts in data science and analytics, including common techniques. The document describes the case study methodology that will be used, involving analyzing organizations' data-driven business models and decision-making processes.
The document discusses IT governance in higher education and IT governance at Harvard University specifically. It provides an overview of what IT governance is, why it is important, and how CoBIT (an IT governance framework) was used to assess IT governance at Harvard. The audit found that Harvard's IT governance maturity could be improved in several key areas and provided five recommendations to help increase maturity to a target level of 3.0. Benefits of stronger IT governance include clearer accountability, decision making roles, and strengthened controls.
The document discusses using data to support student success through the DESSI project. It notes that while data is valuable, what matters most is taking action based on the data. The document outlines challenges like achieving buy-in and data quality. It explains the process of using data to inform, transform understanding, take action, and review results. Key lessons are to stay student-centered, work with available data, and have a clear vision aligned with institutional priorities of enhancing student success when using learning analytics. The document prompts questions about objectives, principles, linking to priorities, specific intended changes, and potential data sources and actions to support students.
This document summarizes the results of a quantitative study on knowledge management practices in large Finnish companies carried out in 2014. It finds that strategy-based knowledge and competence development to reach targets was the most important function of knowledge management. While knowledge management systems have stabilized in some functions, internal knowledge utilization remains inefficient. The document also compares the results to a similar 2002 survey, noting both improvements like increased productivity, as well as ongoing challenges like underutilization of technology and knowledge loss when employees leave.
Create Value In Projects Through Information Ecology1guest7471d9a
Information ecology is an information management method and model which focuses on environmental approaches that integrates diverse types of information to handle and recognize evolutionary changes; to emphasize on observation and description; and to focus on people and information behavior. There are three main information ecology environments of which this approach utilizes:
1) The information Environment
2) The Organization Environment
3)The External Environment
If one fully understands information ecology then project management in terms of its complexity becomes less complicated in its methods and understanding.
I am sharing this profound question and my answer with my colleagues within my network. Your comments would be very welcomed.
I am currently editing my manuscript and research on Information Ecology into a book called "Create Value in Project Management through Information Ecology"
If one fully understands information ecology then project management in terms of its complexity becomes less complicated in its methods and understanding
Sonia Usih, PMP, MCPM, BSc. Eng.
Phone: (905) 428-2615
Link: http://www.linkedin.com/in/soniausihonlineprofile
E-Mail: usihsc@idirect.com
Upcea 2020 sola+r ketcham-identifying skills, knowledge and attitudes for s...gketcham
The document summarizes a discussion about the skills, knowledge, and attitudes needed for successful online leadership positions in higher education. It identifies common roles for these leaders, including vision/leadership, entrepreneurship, fiscal management, and instructional design. Barriers discussed include resistance to change from institutions and a lack of integration for online/continuing education leaders. Advice from colleagues includes gaining experience at different institutions, self-promotion, publishing, and networking to advance careers.
Information ecology is an information management method and model which focuses on environmental approaches that integrates diverse types of information to handle and recognize evolutionary changes; to emphasize on observation and description; and to focus on people and information behavior. There are three main information ecology environments of which this approach utilizes:
¢ The information Environment
¢ The Organizational Environment
¢ The External Environment
Sonia Usih, PMP, MCPM, BSc. Eng.
Phone: (905) 428-2615
Link: http://www.linkedin.com/in/soniausihonlineprofile
E-Mail: usihsc@idirect.com
If one fully understands information ecology then project management in terms of its complexity becomes less complicated in its methods and understanding.
The document discusses the role of the Chief Information Security Officer (CISO) at the University of Edinburgh. It outlines that the CISO was appointed to provide central leadership on information security risks across the university. The CISO's main responsibilities include leading the information security strategy, managing information security risks from internal and external threats, advising on security threats, and developing security policies and governance. Initial priorities for the CISO included recruiting a security team, focusing on users, overhauling risk governance, and supporting strategic projects. Keys to success are aligning with the university's digital transformation strategy, gaining buy-in from colleges, ensuring business areas own their risks, and providing supporting services through collaboration.
This document provides an overview of various environmental analysis techniques:
STEEPLED analysis is used to identify attributes of key external factors (social, technological, economic, environmental, political, legal, ethical, demographic) that can impact an organization. Each factor is analyzed to determine its implications and impact over time.
Scenario analysis involves developing potential future scenarios based on trends and uncertainties, and evaluating their implications.
Issue analysis examines issues in detail without focusing on other issues. It identifies background, alternatives, evaluation criteria, and impact of each alternative to recommend a course of action.
Stakeholder analysis identifies the interests, relationships, and potential implications of action for relevant stakeholders, to determine what an organization needs to
Building an effective Information Security RoadmapElliott Franklin
As company information security functions continue to grow each year with increasing attacks and regulations, how are you handling the
pressure? Are you constantly battling to run the business projects and reacting to customer requests? Have you blocked off a few hours each week
on your calendar to close your email, turn off your phone and try to build, assess and maintain an effective vision for your security team? This
presentation will discuss a cascading approach to creating such a roadmap that is easily understood by executives and has helped gain quick buy
in for multiple enterprise wide security projects.
Information Governance in the Cloud: Compare and Contrast (2020 update)ARMA International
Build your cloud knowledge. With CIO surveys showing over 90% of businesses use the public cloud, now is the time to improve your cloud readiness! Engage in lively discussion with the experts who worked directly with Amazon, Box, Google, IBM, Microsoft and other major cloud providers on the IG elements of their cloud solutions. Explore the Cloud’s information governance (IG) features for retention, legal holds, disposition information protection and more! Expanding your knowledge will assure your place at the table as a valued resource, as your organization leverages the cloud.
Key Takeaways:
- Examine key information governance capabilities of cloud solutions
- Compare and contrast cloud support for creation-date versus event-based retention
- Discuss legal hold capabilities
- Consider automated disposition features
Speakers
- Carol Stainbrook - Cohasset Associates
- Michael Haley - Cohasset Associates
“7 "Reasonable Steps" for Legal Holds of ESI and Other DocumentsARMA International
A session based on the wildly popular book published by ARMA International, you’ll learn about the 7 “reasonable steps” and get an update on where things have changed since the original publication.
Key Takeaways:
- Learn about the 7 “reasonable steps”.
- Understand how expectations have changed over time.
- Gain actionable knowledge that you can apply to your handling of ESI.
Speakers
- John Isaza - Rimon, P.C
- John Jablonski - Gerber Ciano Kelly Brady LLP
More Related Content
Similar to Ali Daneshmand - How Does Institutional Culture Influence Information Governance
This document discusses the vision and strategic priorities of consolidating information systems at a university under a single entity called "One I.S.". It identifies challenges such as multiple disjointed systems and a lack of coordination. The strategic priorities are outlined as creating a single administration system, unified teaching and learning ecosystem, and unified research computing. The document discusses how centralizing services can help realize economies of scale, reduce costs, and mitigate risks. It provides comparisons to other universities and outlines changes to organizational structure, planning processes, and projects to work towards the "One I.S." vision.
The design of data systems within education can be challenging due to a lack of easily accessible information and a large variety of stakeholders with differing needs. Architecting Academic Intelligence is the process of centralizing and making accessible the student administrative information to the every member of the administration, faculty and staff of the City Colleges of Chicago so as to more efficiently promote student success.
A presentation of CORE"s ten trends for 2020 - a 15 year retrospective look at the trends we've covered, and some questions to prompt thinking for the future.
The document discusses IT governance challenges at Chisholm Institute and strategies for improvement. It summarizes frameworks like COBIT, ITIL and PRINCE2 that can help with governance. It then details how Chisholm restructured its IT department and implemented an ICT Governance Committee aligned with the AS8015 standard to better link IT with organizational strategy and priorities.
Records Managers within Law Firms have a tough job, providing and enforcing policies, building out defensible procedures and overseeing an information lifecycle program. Over the years process has changed, regulations have been tightened and expectations have heightened.
In this presentation, understand how Information Governance (IG) is playing a major role in the evolution of Records Management within Law Firms. Information Governance is a term being thrown around and many (or at least those brave enough to admit it) are unsure of what it really means. IG relies on automation, systems, tools and compliance to succeed. With records managers focus on risk avoidance, join us to better understand the new expectations of records managers to protect your firm as well as steps to implementing an IG Program.
Information technology has significantly impacted the accounting discipline by introducing new ways to retrieve and process performance and control information. IT systems like ERP separate financial from non-financial data, enabling better accounting. However, they also provide new potential for management control as data becomes more shareable. Information system auditing evaluates information systems to assess control effectiveness and adequacy in helping an organization achieve its objectives. It identifies risks from IT usage and suggests control improvements. Key elements of IS audits include assessing data, applications, technology, facilities, people, and reviewing system administration, software, network security, business continuity, and data integrity.
This document discusses using learning analytics to support self-regulated learning (SRL). It begins with an overview of learning analytics and its benefits for students and teachers. Key features of learning analytics are its use of large datasets, ability to provide real-time feedback, and collection of unobtrusive behavioral data. Learning analytics can provide objective evidence to support SRL processes like self-observation, self-judgment, and self-reaction. However, effectively using learner data requires competencies like data literacy, critical thinking, understanding visualizations and biases, applying data to learning, and considering ethical and legal issues. Skills are also needed to transfer data into self-regulated learning and place learning in a social context.
This document provides an introduction to a course on business analytics. It outlines the course objectives to build students' knowledge of applying analytics in various industry settings. It discusses administrative details like the grading structure and course schedule. It also introduces fundamental concepts in data science and analytics, including common techniques. The document describes the case study methodology that will be used, involving analyzing organizations' data-driven business models and decision-making processes.
The document discusses IT governance in higher education and IT governance at Harvard University specifically. It provides an overview of what IT governance is, why it is important, and how CoBIT (an IT governance framework) was used to assess IT governance at Harvard. The audit found that Harvard's IT governance maturity could be improved in several key areas and provided five recommendations to help increase maturity to a target level of 3.0. Benefits of stronger IT governance include clearer accountability, decision making roles, and strengthened controls.
The document discusses using data to support student success through the DESSI project. It notes that while data is valuable, what matters most is taking action based on the data. The document outlines challenges like achieving buy-in and data quality. It explains the process of using data to inform, transform understanding, take action, and review results. Key lessons are to stay student-centered, work with available data, and have a clear vision aligned with institutional priorities of enhancing student success when using learning analytics. The document prompts questions about objectives, principles, linking to priorities, specific intended changes, and potential data sources and actions to support students.
This document summarizes the results of a quantitative study on knowledge management practices in large Finnish companies carried out in 2014. It finds that strategy-based knowledge and competence development to reach targets was the most important function of knowledge management. While knowledge management systems have stabilized in some functions, internal knowledge utilization remains inefficient. The document also compares the results to a similar 2002 survey, noting both improvements like increased productivity, as well as ongoing challenges like underutilization of technology and knowledge loss when employees leave.
Create Value In Projects Through Information Ecology1guest7471d9a
Information ecology is an information management method and model which focuses on environmental approaches that integrates diverse types of information to handle and recognize evolutionary changes; to emphasize on observation and description; and to focus on people and information behavior. There are three main information ecology environments of which this approach utilizes:
1) The information Environment
2) The Organization Environment
3)The External Environment
If one fully understands information ecology then project management in terms of its complexity becomes less complicated in its methods and understanding.
I am sharing this profound question and my answer with my colleagues within my network. Your comments would be very welcomed.
I am currently editing my manuscript and research on Information Ecology into a book called "Create Value in Project Management through Information Ecology"
If one fully understands information ecology then project management in terms of its complexity becomes less complicated in its methods and understanding
Sonia Usih, PMP, MCPM, BSc. Eng.
Phone: (905) 428-2615
Link: http://www.linkedin.com/in/soniausihonlineprofile
E-Mail: usihsc@idirect.com
Upcea 2020 sola+r ketcham-identifying skills, knowledge and attitudes for s...gketcham
The document summarizes a discussion about the skills, knowledge, and attitudes needed for successful online leadership positions in higher education. It identifies common roles for these leaders, including vision/leadership, entrepreneurship, fiscal management, and instructional design. Barriers discussed include resistance to change from institutions and a lack of integration for online/continuing education leaders. Advice from colleagues includes gaining experience at different institutions, self-promotion, publishing, and networking to advance careers.
Information ecology is an information management method and model which focuses on environmental approaches that integrates diverse types of information to handle and recognize evolutionary changes; to emphasize on observation and description; and to focus on people and information behavior. There are three main information ecology environments of which this approach utilizes:
¢ The information Environment
¢ The Organizational Environment
¢ The External Environment
Sonia Usih, PMP, MCPM, BSc. Eng.
Phone: (905) 428-2615
Link: http://www.linkedin.com/in/soniausihonlineprofile
E-Mail: usihsc@idirect.com
If one fully understands information ecology then project management in terms of its complexity becomes less complicated in its methods and understanding.
The document discusses the role of the Chief Information Security Officer (CISO) at the University of Edinburgh. It outlines that the CISO was appointed to provide central leadership on information security risks across the university. The CISO's main responsibilities include leading the information security strategy, managing information security risks from internal and external threats, advising on security threats, and developing security policies and governance. Initial priorities for the CISO included recruiting a security team, focusing on users, overhauling risk governance, and supporting strategic projects. Keys to success are aligning with the university's digital transformation strategy, gaining buy-in from colleges, ensuring business areas own their risks, and providing supporting services through collaboration.
This document provides an overview of various environmental analysis techniques:
STEEPLED analysis is used to identify attributes of key external factors (social, technological, economic, environmental, political, legal, ethical, demographic) that can impact an organization. Each factor is analyzed to determine its implications and impact over time.
Scenario analysis involves developing potential future scenarios based on trends and uncertainties, and evaluating their implications.
Issue analysis examines issues in detail without focusing on other issues. It identifies background, alternatives, evaluation criteria, and impact of each alternative to recommend a course of action.
Stakeholder analysis identifies the interests, relationships, and potential implications of action for relevant stakeholders, to determine what an organization needs to
Building an effective Information Security RoadmapElliott Franklin
As company information security functions continue to grow each year with increasing attacks and regulations, how are you handling the
pressure? Are you constantly battling to run the business projects and reacting to customer requests? Have you blocked off a few hours each week
on your calendar to close your email, turn off your phone and try to build, assess and maintain an effective vision for your security team? This
presentation will discuss a cascading approach to creating such a roadmap that is easily understood by executives and has helped gain quick buy
in for multiple enterprise wide security projects.
Similar to Ali Daneshmand - How Does Institutional Culture Influence Information Governance (20)
Information Governance in the Cloud: Compare and Contrast (2020 update)ARMA International
Build your cloud knowledge. With CIO surveys showing over 90% of businesses use the public cloud, now is the time to improve your cloud readiness! Engage in lively discussion with the experts who worked directly with Amazon, Box, Google, IBM, Microsoft and other major cloud providers on the IG elements of their cloud solutions. Explore the Cloud’s information governance (IG) features for retention, legal holds, disposition information protection and more! Expanding your knowledge will assure your place at the table as a valued resource, as your organization leverages the cloud.
Key Takeaways:
- Examine key information governance capabilities of cloud solutions
- Compare and contrast cloud support for creation-date versus event-based retention
- Discuss legal hold capabilities
- Consider automated disposition features
Speakers
- Carol Stainbrook - Cohasset Associates
- Michael Haley - Cohasset Associates
“7 "Reasonable Steps" for Legal Holds of ESI and Other DocumentsARMA International
A session based on the wildly popular book published by ARMA International, you’ll learn about the 7 “reasonable steps” and get an update on where things have changed since the original publication.
Key Takeaways:
- Learn about the 7 “reasonable steps”.
- Understand how expectations have changed over time.
- Gain actionable knowledge that you can apply to your handling of ESI.
Speakers
- John Isaza - Rimon, P.C
- John Jablonski - Gerber Ciano Kelly Brady LLP
ARMA's Information Governance Implementation Model (IGIM): The Way Forward Fo...ARMA International
Learn about ARMA’s new model for Information Governance, the ARMA Information Governance Implementation Model (IGIM). In this session you’ll get an overview of this new methodology for helping your organization move forward in your Information Governance endeavors. You’ll also learn how this model can also be utilized for maturity assessment and how ARMA is connecting the IGIM to future resources.
Key Takeaways:
- Receive an overview of the Information Governance Implementation Model
- Understand how the IGIM can be utilized in your organization
- Learn how ARMA is utilizing the IGIM for future resources development
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- Ann K. Snyder, Manager of Content Development - ARMA International.
Jocelyn Gunter - Bringing The Information Disciplines TogetherARMA International
This document discusses bringing different information disciplines together such as who can and should access information, what data can and should be collected, and how information can and should be leveraged. It raises questions around balancing access with appropriate use of personal data.
Nick Inglis - A Complete Circle (Open Source Knowledge, The Hubble Telescope,...ARMA International
The initial work of the Information Coalition is now complete with the release of the Information Body of Knowledge (InfoBOK) and the creation of our open designation, the INFO. Our profession has been changed by the Information Governance Conference. What comes next for an Information Professional? Looking at our downstream processes for information and finding new ways to influence improvement.
Morgan Templar - Connecting IT Strategy To Business Operations For Seamless C...ARMA International
Everyone is talking about moving to the Cloud, using Machine Learning, Big Data, and AI. Why do so many of these efforts fail? Imagine trying to build your stairway to heaven without a solid foundation poured first. Information Governance is a critical foundation before undertaking these exciting new efforts of the digital age.
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A large global Pharmaceutical company expanded its product portfolio through mergers and acquisitions. However, this resulted in the company acquiring huge amounts of regulatory data and information that did not have proper classification, metadata, or retention periods. This Case Study is a real world example of the approach taken by the organization to streamline how it identified, analyzed, classified, remediated, and properly disposed of information.
Where is your information? Really - where is your information. We understand the pearls and challenges of managing our content within our own systems - built what about the information on the edge of our systems? IoT has showed us that this may be the most fragile component of our eco-system. And FOG computing shows us that we may not even know about some of our own systems. We will review these technologies and the challenges they bring.
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A handout resource on conducting a large scale records inventory from Tod Chernikoff. Related to Presentation: https://www.slideshare.net/InfoGovCon/tod-chernikoff-conducting-a-large-scale-records-inventory
Kathryn Rattigan - Cybersecurity & The Commercial Done IndustryARMA International
Drones are increasingly being used for commercial purposes but this brings cybersecurity risks as drones can be vulnerable to cyber attacks. The document discusses regulatory compliance requirements for commercial drone use including FAA's Part 107 rules. It also outlines potential drone uses and privacy/data concerns when collecting information. The document provides tips for mitigating cyber risks to drones such as keeping software updated, encrypting communications, and implementing network security practices.
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Companies run on a lot of applications that contain every imaginable type of information. All of them are developed with the intent of helping their company win in their marketplace. However, there are many issues related to privacy, security, regulations, etc., and a project manager doesn't have time to dissect them all. In the zeal to win, the applications are launched and consequences follow. Besides the data disasters in the news, companies spend extra funds to make their applications compliant. To help our various brands win in the market, we developed a compliance review team and application that works with the project manager in developing their application with the proper controls to avoid the numerous pitfalls that exist today.
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Building a winning team.
Financial considerations.
Going to the game vs watching at home.
Tips for getting selected to the All-Star team.
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Ali Daneshmand - How Does Institutional Culture Influence Information Governance
1. HOW DOES INSTITUTIONAL
CULTURE INFLUENCE
INFORMATION
GOVERNANCE?
HOW AN INSTITUTION CAN MAKE IG EFFECTIVE
DR. ALI DANESHMAND
CITY UNIVERSITY OF NEW YORK
COLLEGE OF TECHNOLOGY
2. INFORMATION GOVERNANCE
WHAT IS I.G.?
• INFORMATION GOVERNANCE (IG) INVOLVES ESTABLISHING AN
ENVIRONMENT, OPPORTUNITIES, RULES, AND DECISION-MAKING
RIGHTS FOR VALUATION, CREATION, COLLECTION, ANALYSIS,
DISTRIBUTION, STORAGE, USE, AND CONTROL OF INFORMATION.
• IF APPLIED CORRECTLY, IT WILL ANSWER THE QUESTIONS:
• WHAT INFORMATION DO WE NEED?
• HOW DO WE MONITOR AND EVALUATE IT?
• WHO IS RESPONSIBLE FOR IT?” (KOOPER, MAES AND ROSS LINDGREEN
2011)
3. PURPOSE OF THE STUDY
• To explore institutional culture as a determinant of IG effectiveness in private
and public higher education institutions (HEIs), using 4 elements of
organizational culture—Control, Competition, Collaboration, and Creativity.
What are the various elements that would make information governance effective
in HEIs?
Why is this study important?
• HEIs, much the same as healthcare organizations, capture an abundant amount
of confidential information on an everyday basis—in healthcare from patients
and medical staff, in education from students and faculty—and all stakeholders
must be aware of how to protect information according to policies set forth by
federal, state, and regional accreditation agencies.
4. ACCOUNTABILITY
FERPA
Information collected from students is subject to privacy under the Family Educational Rights and
Privacy Act (FERPA) of 1974.
“FERPA was enacted to ensure the confidentiality of personally identifiable information in education
records and to guarantee parents access to their children’s education records.”
On January 8, 2010, FERPA went through a change reflecting the position taken by the courts in
interpreting the act and the imposition of new requirements. The changes affect access to educational
data for “research and accountability” and have an impact on safeguarding educational records.
6. COMPLEX LEVELS IN INFORMATION GOVERNANCE
IN HIGHER EDUCATION INSTITUTIONS
• The level of interaction among all departments makes
management of information a complex task at HEIs
• Interaction among federal, state, and the university’s own
governing body (e.g., the board, president, key administrators)
• The multiplicity of stakeholders makes information governance a
challenge:
• Tensions between faculty and trustees, where faculty are
interested in pursuing their scholarly work without much
concern for the operation of the university
• Dualism of control among faculty and administration
• Government guidelines created for oversight of access and
7. ISSUES FACING
THE CHIEF INFORMATION OFFICER (CIO)
• PRIORITIZING IT INITIATIVES
• STAYING CURRENT WITH RAPID CHANGES IN TECHNOLOGY
• MANAGING IT-ENABLED BUSINESS ENDEAVORS
• INTEGRATING IT INTO ENTERPRISE VIA INNOVATION
• COMMUNICATING INFLUENCE OF BUSINESS DECISIONS ON IT SPENDING
• PRIORITIZING IT-RELATED PROJECTS
8. ISSUES FACING THE CIO
(CONT.)
• LACK OF FUNDS
• MANAGING DEMAND AND EXPECTATIONS FOR IT SERVICES
• IT COMPETING FOR RESOURCES
• RECOGNIZING IT AS A KEY STAKEHOLDER IN THE INSTITUTION
• BUSINESS PRODUCTIVITY AND COST SAVING
• ALIGNMENT OF IT AND ‘BUSINESS’
• BUSINESS PROCESS REENGINEERING
• LACK OF FUNDS
• MANAGING EXPECTATIONS FOR IT SERVICES
9. CIO ROLE
CATEGORY (Chun and
Mooney 2009)
(Jaana, et al.
2011)
(Glaser and
Williams 2007)
(Gomes and Lapao
2008)
Roles of CIOs in
Healthcare
-Deliver value to
the business
-Conduct
investment
analysis
-Enforce IT
governance
-Develop training
policies
-Manage change
-Collaborate and
influence other
C-level managers
-Bridge between
administration,
IT, and medical
-Cut costs
-Manage and
maintain
institution’s
legacy IS
infrastructure
-Decision maker
-Leadership
skills with non-IT
personnel
-Embrace
innovations
-Implement
large-scale
initiatives
-Manage and
extend process
change
-Use best
practices to
manage
healthcare
information
-Engage in
interoperability,
technical
expertise
-Evaluate
management
security standards
and implement
them based on
their suitability
10. ISSUES FACING CIOS
CATEGORY (Chun and Mooney
2009)
(Jaana, et al. 2011) (Glaser and
Williams 2007)
(Gomes and
Lapao 2008)
Issues
Facing CIOs
-Prioritizing IT
initiatives,
-Staying current with
rapid changes in
technology.
-Managing IT-enabled
business endeavors
-Integrating IT into
enterprise via
innovation
-Communicating
influence of business
decisions on IT
spending
-Prioritizing IT related
projects
-Lack of funds
-Managing demand
and expectations for
IT services
-IT competing for
resources
-Recognizing IT as
key stakeholder in
the institution
-Business
productivity and cost
saving
-Alignment of IT and
business
-Business process
reengineering
-Lack of fund
-Managing
expectations for IT
services
-Perceived as
mainly technologist
by CEO and other
C-level executives
-May feel other
executives are
uncomfortable
because of the
“techy” image
-CIOs may have
limited
understating in
working with
clinical leadership
-Security policy
-Organizing
information
security
-Asset
management
-Human resources
security
-Physical and
environmental
security
-Communication
& operation
management
-Access control
-Information
system acquisition
-Information
security incident
management
11. IG PROCESS
IG PROCESS:
• Strategic decision-making involving the business process owner, the information
steward, and the information custodian; and the exact level of their integration
within the organization.
• The business owner is responsible for providing the specifications of the system
process (e.g., transactions involved in a task, prioritization of tasks), stewards
govern and advise the custodian on its usage, and the custodian of information
implements the system based on defined specifications (Ballard et al. 2014).
12. ELEMENTS OF IG PROCESS
Elements of IG process
Relational
Communication
Stewardship
Data quality
Information
Security/Compliance
Information
LCM
IG Policies and
framework
Records
Information
Management
and Green 2007; Ballard, et al., 2014).
13. CONCEPTUAL FRAMEWORK
Organizational
Culture
IT function,
IT Budget
External
Environment
Characteristics
Executive
Management
Support
Information
Governance
Impact of IG on the institution
Size of HEI
•Internal business
process
•Learning and growth
•Satisfaction
that will be tested in this study
Size of
Institution
14. QUESTIONS THAT GUIDED RESEARCH
•What are the determinants of information
governance effectiveness in HEIs?
•Is size of institution (expressed in terms of
enrollment) correlated with perception of IG
effectiveness?
•Is organizational culture at HEIs correlated
with perception of IG effectiveness?
15. WHO TOOK PART IN THIS STUDY?
TITLE PERCENTAGE OF RESPONSES
Chief Information Officer (CIO) 39% 42
Associate CIO 6% 6
Chief Information Security Officer
(CISO)
13% 14
IT Director 19% 20
Compliance Officer 4% 4
IT Project Manager 4% 4
Help Desk Manager 2% 2
Others: 15% 16
Information Security
Manager
7
Project Manager 1
Chief Privacy Officer 1
University Record Officer 1
IT Budget Director 1
System Analyst 2
19. IG PROCESSES AT UNIVERSITIES
ANSWER
OPTIONS
Yes No, but we
are in the
process
of selecting
one
No, but we
are
considering
selecting one
No, nor do
we have a
plan to
select one
Don’
t
kno
w
RESPONS
E
COUNT
Don’t
know
In our inst.,
we have a
CISO
113
or
67%
12 14 28 1 168 1
At our inst.,
we have an IG
council
77 or
46%
20 30 35 6 168 6
Does your
inst. have a
RIM prog.
(dept.)?
56 or
33%
7 17 73 15 168 15
Does your
inst. have a
88 or
52%
4 12 57 7 168 7
20. IG PROCESS STATUS OF HEIs
113
77
56
88
12
20
7
4
14
30
17
12
28
35
73
57
1
6
15
7
0
20
40
60
80
100
120
Have CISO? IG Committee? RIM Department? Have Compliance officer?
Presence of IG Process
YES
No, but in the process of
selecting/forming one
No, but we are considering
selecting one
No, nor do we plan to select
one
21. IG PROCESSES, INFORMATION STEWARDS,
AND ILM
33
70
29
35
21 22
44
20
41
12
PRESENCE OF
INFO STEWARDS
INFO. LIFE CYCLE
MANAGEMENT
IG Processes, Information Stewards,
and Information Life Cycle
Totally
Disagree
Somewhat
Disagree
Neither Agree
Nor Disagree
Somewhat
Agree
Totally
Agree
23. ORGANIZATIONAL CULTURE FRAMEWORK
• Organizational culture concerns internal interaction, the feeling of belonging (or
not) and commitment regarding the creation of an environment consistent with
the mission of the organization (e.g., competitive), and the development of the
social glue that bonds the organization together.
• Organizational culture is a predictor of other organizational outcomes such as
effectiveness (Cameron and Quinn 2011)
• The assessment instrument used (OCAI – Competing Value framework) for
organizational culture in HEIs is a framework divided into 4 areas of culture:
Collaboration, Creativity, Control, and Competitiveness. (Cameron and Quinn
2011)
24. MAP OF ORGANIZATIONAL CULTURE
OF AN INSTITUTION
• Competing value framework (Cameron and Quinn 2011)
Create
Collaborate
Control
Compete
25. SURVEY RESULTS OF QUESTION 1B: DOES
ORGANIZATIONAL CULTURE AT HEI POSITIVELY
CORRELATED WITH PERCEPTION OF IG PROCESS
EFFECTIVENESS?
STATISTICS Q3A-
Collaborative/
Trust within HEI
Q3B-
Culture of
Creativity/
Entrepreneurial
Q3C-
Culture of
Competition/
Result-
oriented
Q3D-
Culture of
Control and
Structure
N
No Response
134 133 134 135
34 32 32 32
Mean 4.92 3.82 4.08 3.56
Median 5.00 4.00 4.00 3.00
Mode 5 3a 3 3
Standard
Deviation
1.425 1.471 1.492 1.519
Minimum 1 1 1 1
Maximum 7 7 7 7
26. QUESTION ASKED FROM PARTICIPANTS OF
THE CURRENT STUDY
• A-THE ORGANIZATION IS A WELCOMING PLACE. THE GLUE THAT HOLDS THE ORGANIZATION
TOGETHER IS TRUST.
• B-THE ORGANIZATION IS A DYNAMIC AND ENTREPRENEURIAL PLACE. PEOPLE ARE WILLING TO STICK
THEIR NECK OUT AND TAKE RISKS.
• C- THE INSTITUTION IS VERY RESULT ORIENTED. A MAJOR CONCERN IS WITH GETTING THE JOB
DONE. PEOPLE ARE VERY COMPETITIVE AND ACHIEVEMENT ORIENTED.
• D- THE ORGANIZATION IS VERY CONTROLLED AND STRUCTURED PLACE. FORMAL PROCEDURES
GENERALLY GOVERN WHAT PEOPLE DO.
• 1-TOTALLY DISAGREE, 2- MOSTLY DISAGREE, 3-SOMEWHAT DISAGREE, 4- NEITHER AGREE
NOR DISAGREE, 5- SOMEWHAT AGREE, 6-MOSTLY AGREE, 7- TOTALLY AGREE,
COMMENTS:_____________________________________
28. FINDING BASED ON ORGANIZATIONAL
CULTURE AND IG
• Collaborative/trust: Highest mean, 4.92 with standard deviation of 1.42, closely clustered,
indicating agreed upon characteristics of organizational culture. The histogram shows many
participants agreed trust served as glue in their organization.
• Creativity/Entrepreneurial: Mean of 3.82 and SD of 1.47. The histogram shows a binominal
bimodal curve, perhaps indicating that many organizations did not embrace entrepreneurship,
and that there are those who highly welcome entrepreneurship.
• Competitiveness/Result oriented: Mean of 4.08 with SD of 1.49. The histogram emerged as a
well-rounded bell curve, indicating that the distribution is normal and, perhaps, that
participants regard the result-oriented characteristic as a common theme in regard to
organizational culture.
• Control and Structure: Emerged as a well-rounded bell curve, indicating that the distribution
is normal and, perhaps, that participants regard the result-oriented characteristics as a
common theme in regard to organizational culture.
29. FINDING BASED ON A CULTURE OF
COLLABORATION/TRUST
• Out of 133 survey participants, the average response (1-7, totally disagree-totally agree) was 4.92 (5=Somewhat
agree), and mode was 5.
• Lack of control over IG because of the “silo nature of things”
• Lack of a specific information policy about having solid information practices
• Lack of confidence in IT staff to make a difference toward the IG of the institution
Solution
• Hiring an IG director to break down existing barriers and build on IG initiatives across the institution.
• CIO empowering IT staff through spirit of teamwork to solve problems, and the team cultivates close relationships
across all divisions of the institution (such as with an IG committee)
• Continuous collaboration with faculty based on “the culture of inclusion.” Trust and transparency in collaboration
are major enablers of IG functions.
However, even when institutions embrace innovation and collaboration, a significant shift in culture, if
interconnection across information platforms has not taken place, this shift does not make IG processes easier.
30. CREATIVE AND ENTREPRENEURIAL
• Few CIOs considered an entrepreneurial or creative culture as a policy in their
institutions, “in using data, the way we work with people, or how we deploy
technology.”
• Sending IT staff to departments of the institution to serve as liaisons and learn
the business of those departments.
• The creative/entrepreneurial culture was not evident among participants. Only 2
(out of 15) participants discussed embracing a creative approach to IG.
• A top-down approach to IT management, showing a move to centralization.
31. COMPETITIVE AND RESULT-ORIENTED
• A core value for some institutions since they are science and data driven.
• Making decisions based on data is a major part of their culture.
• The result-oriented culture leads IT authorities to take charge in order to provide
accurate information.
• The IT department’s mission emphasizes employees’ commitment to end-results.
• Deployment of a review policy to identify what IT staff have done to advance their
careers.
• Creation of a governance team drawn from mid-level managers and a director
appointed by VPs. It would collaborate closely with the data standards team, which
deals with detailed information about the institution’s everyday business
transactions and communication.
32. STRUCTURED AND CONTROLLED
• Many CIOs in this study perceived leeway and freedom in management as a contradiction
to IG.
• Central control of IT represented a culture of control in many subjects’ positions.
• “We run centrally so, yes, we are involved.” This notion was particularly evident in the
case of information security.
• For information security, in particular, a centralized IT management, removes the chance
of having a “shadowy” system running within the information spectrum of the
organization.
• The IT compliance officer at a community college explained that the culture of control is
essential to ensure that his institution is in compliance in all aspects of information
governance.
• Many CIOs and CISOs indicated that their institutions are reinvesting in various
technologies (“Identity Finder” and “Content Finder”) so sensitive data in servers can be
33. EMERGED FROM THE CURRENT STUDY
:
Figure 1: CIO’s role in IG conceptual model
34. CONCLUSIONS
• The current study’s findings confirm that, much like in healthcare (Brailer, 2005),
interoperability is the key to breaking down information silos.
• The presence of an organizational culture that nourishes collaboration, trust, and
inclusion serves as an important vehicle for effective IG.
• Subjects indicated a strong affiliation with Structure and Control: “[a] strong value
toward shared governance,” “culture as centralized.”
• Communication was highlighted as crucial to effective IG. Respondents emphasized
that lack of communication was a reason for not being effective at IG: “one thing
missing here is communication.”
• Trust/collaboration/communication was repeatedly mentioned as an important
factor in IG.
• Some subjects had already taken steps toward initiatives mentioned by creating
positions such as data integrity director.
36. REFERENCES
• Brailer, D. J. (2005). Interoperability: the key to the future health care system. Health affairs, 19-21.
• Ballard, chuck, john Baldwin, Alex Baryudin, Gary Brunell, Christopher Giardina, Mark Haber, Gary O‘Neill, and Sandeep shah. 2014. IBM
information governance solutions. IBM Redbook.
• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture. San Francisco: Jossey-bass.
• Chun, mark, and john Mooney. 2009. "CIO roles and responsibilities: twenty-five years of evolution and change." Information & management
323-334.
• Glaser, john P., And Robert B. Williams. 2007. "The definitive evolution of the role of the CIO." Journal of healthcare information management 9-
11.
• Gomes, R., And LV Lapao. 2008. "The adoption of IT security standards in a healthcare environment." Studies in health technology and informatics
journal 136: 765-70.
• Gordon, Jeffrey. 2003. "Governance failures of the Enron board and the new information order of SOX." Harvard law school center for law.
• Kooper, M. N., Maes, R., & Ross lindgreen, E. O. (2011). On the governance of information: introducing a new concept of governance to support
the management of information. International journal of information management, 195-200.
• Smallwood, R. F. (2014). Information governance: concepts, strategies, and best practices. Hoboken, NJ: john Wiley & sons, Inc.