Information is an asset for any organisation and must be managed as a resource, like capital, raw materials, etc.

1. INFORMATION RESOURCE
MANAGEMENT
NAME: KOMAL GUPTA
ROLL NO.: 30
DEPTT.: M.B.A. IST SEM
COURSE: MANAGEMENT
PERSPECTIVE
COURSE NO.: PSMB TC101
SUBMITTED TO:
PROF. KESHAV SHARMA

2. CONTENTS
1. BIBLOGRAPHY
2. DEFINITION OF INFORMATION
3. DIFFERENCE BETWEEN DATAAND INFORMATION
4. IMPORTANCE OF INFORMATION
5. CHARACTERISTICS OF INFORMATION
6. TYPES OF INFORMATION
7. SOURCES OF INFORMATION
8. RESOURCES
9. RESOURCE MANAGEMENT
10. INFORMATION RESOURCE MANAGEMENT (IRM)
a. CONCEPTS OF IRM
b. IMPORTANCE OF IRM
c. EVOLUTION OF IRM
d. BARRIERS TO IRM
e. WHO NEEDS IRM
f. HOW ITS DONE
11. CORPORATE EXAMPLE
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3. BILIOGRAPHY
 https://www.semanticscholar.org/paper/The-evolution-
of-information-resource-management-
Trauth/4381b54ca607a3d09d8aec871f87f120fb8b954d/
pdf
 http://www.scribd.com/paper/Informtion-Reasource-
Management-Department-of-Education-Planning-and-
Management/pdf
 https://en.wikipedia.org/wiki/Resource_management
 http://130.18.86.27/faculty/warkentin/SecurityPapers/Lei
gh/ZafarClark2009%20Other%20References/LewisSny
derRainer1995_JMIS12_1_InfoResourceMngmntConstr
uct.pdf
 www.state.gov/m/irm/index.htm
 Study Material
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4. What is Information?
 A Broad Concept – different definitions
with respect to disciplines, values and
processes
 In Management, Information is
processed data which is the base for
development of knowledge, skills and
attitude of employers, employees,
leaders, experts, stakeholders,
competitors, products and services.
 It is the life-line of Management
systems
4

5. Data vs. Information
S.No. Data Information
1. The lowest abstract The next level of data
2. Refers to raw input which when
processed or arranged makes
meaningful output
Processed outcome of data.
It is derived from data
3. Refers to facts, analysis or
statistics of any event
Information is a concept and
can be used in many domains.
Information can be a mental
stimulus, perception,
representation, knowledge, or
even an instruction.
5
Therefore,
INFORMATION = DATA + PROCESSING

6. Importance of Information
 Supports Decision Making
 Helps in Planning
 Supports Effective Controlling
Activities
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7. Characteristics of Information
 Defined as an Acronym: ACCURATE
 A ACCURATE
 C COMPLETE
 C COST – BENEFICIAL
 U USER – TARGETED
 R RELEVENT
 A AUTHORITATIVE
 T TIMELY
 E EASY TO USE
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8. TYPES OF INFORMATION
 Different scholars categorize information in to different types based on
characteristics, form of display to users and how it is available and
accessible.
 Based on its characteristics, information can be divided in to three major
groups.
◦ Factual (facts) Vs Analytical (interpretation)
◦ Objective (without bias) Vs Subjective (Opinions and views)
◦ Primary (original) Vs Secondary (Repackaged)
 According to Buck (1983), information is classified into six types on how
it is displayed to users. These are::
◦ Instructions
◦ Command
◦ Advisory
◦ Answers
◦ Historical
◦ Predictive 8

9. Contd.
 Based on formats in which information is available and accessible to
users, information is grouped into two main types:
◦ print and non-print
◦ published and unpublished sources.
 Taylor (1991) identifies eight classes of information uses, based on the
information need perceived by users in particular situations,
◦ Enlightenment
◦ Problem understanding
◦ Instrumental
◦ Factual
◦ Conformational
◦ Projective
◦ Motivational.
◦ Personal
◦ Political
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10. SOURCES OF
INFORMATION
 Sources of information are divided into
different groups. They are:
 Primary, Secondary and Tertiary
◦ Primary: original sources. Include books,
documents, results of scientific experiments,
etc.
◦ Secondary: derived sources. For example;
textbooks, analysis of scientific experiments,
etc.
◦ Tertiary: contain summaries of both primary
and secondary sources. Include
encyclopedias, etc. 10

11. Contd.
 Documented and Non-Documented
◦ Documented: generally published or
recorded documents of knowledge
◦ Non-Documental: non-recorded information.
Easy to handle, provides information
instanly.
 Internal and External
◦ Internal: present inside the organization, for
example, annual reports, directories, etc.
◦ External: needed to be gathered from
outside. Might have to be purchased.
Example, surveys, magazines, libraries, etc
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12. What are Resources
 Re-usable source of supply
 Resources have three main
characteristics:
◦ Utility
◦ Limited availability
◦ Potential for depletion or consumption
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13. Resource Management
 It is the efficient and effective
development of an organizational
resource whenever needed.
 A technique called Resource Leveling
is used to manage resources. It aims
at smoothing stock of resources in
hand, reducing both excess
inventories and shortages and achieve
100% utilization.
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14. INFORMATION RESOURCE
MANAGEMENT
 Refers to management of information as a
resource equal to financial, physical, human
and natural.
 It addresses the efficient handling of
information resources (raw data) and the
resulting information assets (knowledge).
 Information Resource Management means
the planning, budgeting, organizing, directing,
training, promoting, controlling, and
management activities associated with the
burden, collection, creation, use, and
dissemination of information by agencies or
organizations.
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15. IMPORTANCE OF IRM
 By mid-1980s, businesses realized that automation was
not the only answer to increase productivity but
information is a resource that needs to be managed to
increase productivity.
 Automation is just a tool, to provide access to
information that is required to make decisions
 IRM is required
◦ To assimilate new information management
technologies
◦ To minimize risks
◦ To ensure regulatory compliance
◦ To safeguard vital information
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16. EVOLUTION OF IRM
 Two phenomenon responsible for the
emergence of IRM:
1. Knowledge Work, in 1960s
 Alvin Toffler, in his book “Power Shift” discusses close
relationship between knowledge, power, wealth, and
transformation in society.
 He says, “a revolution is sweeping today’s world. No
genius in the past could have imagined today’s deepest
power shift; the astounding degree to which both force
and wealth themselves have come to depend on
knowledge. ”
2. Post-Industrial Society, 1970s
 John Naisbitt, in his book “Mega Trends”, lists shift
from Industrial Age to Information Age as one of the
major transformation shift.
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17. Contd.
 IRM was implemented using three
disciplines:
1. Database Management
a. It establishes and enforces standards to
support a global view and integrated use of
enterprise data.
b. Drawback: fails to answer question like
 Which information is most crucial to success of
the company?
 How can the quality, reliability, accuracy of
information be improved?
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18. Contd.
2. Records Management
a. Based on the Paperwork Reduction Act of
1980, in response to growing Federal
Information
b. The Federal Law:
 It states that;
“Each agency shall be responsible for carrying
out its information management activities in an
efficient, effective and economical manner and
for complying with information policies,
principles, standards and guidelines prescribed.”
 Goal:
Paperwork reduction, Data Processing, Records
Management and Organization Development. 18

19. Contd.
3. Data Processing Management
a. Arises from fields of Business
Administration and Corporate Information
Management (CIM)
b. Principles of CIM:
 Information will be managed through proper
control and execution.
 It should be simplified by elimination and
integration.
 Information systems will be developed and
enhanced according to a department-wide
methodology.
 Data will be entered only once.
 Information will be safeguarded against
unintentional or unauthorized alteration,
destruction or disclosure. 19

20. Contd.
 The Convergence
According to the Convergent view, there are three primary
goals of IRM:
a. There should be global view of corporate data which
incorporates both database systems and documents. Quality
assurance, including cost accountability and integrity should
be achieved.
b. The management functions must be positioned at a high level
within the management structure. Both technological and
administrative skills should be possessed.
c. Both the information handling technologies and functions as
well as the data should be integrated.
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21. BARRIERS TO IRM
 Ineffective information resource
management often results in massive
cost overruns, long schedule delays, and
systems that do not perform as intended.
 Some of the causes to this
ineffectiveness are:
a. Lack of well-defined IRM concepts
b. Lack of IRM training or awareness
c. Lack of agreement on objectives
d. Lack of ability to attract and retain skilled
people
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22. WHO NEEDS IRM
 Any organization, that wants to survive
in today’s turbulent and dynamic
environment, needs IRM.
 In order to be Adaptive, Knowing and
Learning, an organization needs IRM
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23. HOW ITS DONE
1. Understand the role of Information.Information can add value to your products
and services. Improved information flows can improve the quality of decision making
and internal operations. Yet many managers do not fully understand the real impact of
information - the cost of a lost opportunity, of a poor product, of a strategic mistake - all
risks that can be reduced by using the appropriate information.
2. Assign Responsibility for Leading your IRM Initiative.Developing value from
information resources is often a responsibility that falls between the cracks of several
departments - the user departments in different business units, and corporate planning,
MIS units or librarians..
3. Develop Clear Policies on Information ResourcesPolicies for ascertaining
information needs, acquiring and managing information throughout its life cycle. Pay
particular attention to ownership, information integrity and sharing. Make the policies
consistent with your organisational culture.
4. Conduct an Information Audit (Knowledge Inventory).Identify current knowledge
and information resources (or entities), their users, usage and importance. Identify
sources, cost and value. Classify information and knowledge by its key attributes.
Develop knowledge maps. As knowledge management gains prominence, this is
sometimes called a knowledge inventory "knowing what you know".
5. Link to Management Processes.Make sure that key decision and business process
are supported with high leverage information. Assess each process for its information
needs.
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24. CONTD.
6. Systematic scanning.Systematically scan your business environment. This includes the wider
environment - legal and regulatory, political, social, economic and technological - as well as the inner
environment of your industry, markets, customers and competitors. Provide selective and tailored
dissemination of vital signs to key executives. This goes beyond the daily abstracting service provided
by many suppliers.
7. Mix hard/soft, internal/external.True patterns and insights emerge when internal and external data
is juxtaposed, when hard data is evaluated against qualitative analysis. Tweak your MkIS system to do
these comparisons.
8. Optimize your information purchases.You don't have to control purchasing, but most
organisations do not know how much they are really spending on external information. By treating
consultancy, market research, library expenses, report and databases as separate categories, many
organisations are confusing media with content.
9. Introduce mining and refining processes.Good information management involves 'data mining',
'information refining' and 'knowledge editing'. You can use technology such as intelligent agents, to
help, but ultimately subject matter experts are needed to repackage relevant material in a user friendly
format. One useful technique is content analysis, whose methods have been developed by Trend
Monitor International in their Information Refinery, and are used in our analysis services. The
classifying, synthesising and refining of information combines the crafts of the information scientist,
librarian, business analyst and market researcher/analyst. Yet many organisations do not integrate
these disciplines.
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25. CONTD.
10. Develop Appropriate Technological SystemsContinual advances
in technology increase the opportunities available for competitive
advantage through effective information management. In
particular,intranets, groupware and other collaborative technologies
make it possible for more widespread sharing and collaborative use of
information. Advances in text retrieval, document management and a
host of other trends in knowledge management technologies have all
created new opportunities for providers and users alike.
11. Exploit technology convergence.Telecommunications, office
systems, publishing, documentation are converging. Exploit this
convergence through open networking, using facilities such as the
World Wide Web, not just for external information dissemination but
for sharing information internally.
12. Encourage a Sharing CultureInformation acquires value when
turned into intelligence. Market Intelligence Systems (MkIS) are human
expert-centred. Raw information needs interpretation, discussing and
analysing teams of experts, offering different perspectives. This know-
how sharing is a hall-mark of successful organisations.
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26. CORPORATE EXAMPLE:
U.S. DEPARTMENT OF STATE
 Mission
The Department's mission is to shape and sustain a
peaceful, prosperous, just, and democratic world and foster
conditions for stability and progress for the benefit of the
American people and people everywhere. This mission is
shared with the USAID, ensuring we have a common path
forward in partnership as we invest in the shared security
and prosperity that will ultimately better prepare us for the
challenges of tomorrow.
 Overview
• Established in 1789
• Often referred to as State Department
• Responsible for International Relations of United States
• Equivalent to Foreign Ministry of other countries
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27. Contd.
 Bureau of Information Resource Management:
 Headed by Chief Information Officer Frontis B. Wiggins, III,
the bureau provides the information technology and services
the Department needs to successfully carry out its foreign
policy mission by applying modern IT tools, approaches,
systems, and information products. It is expanding the use of
collaborative information development and refinement to
provide end users with the most accurate and useful
information.
 IRM constantly strives to improve its commitment for
transparent, interconnected diplomacy, information systems
and to incorporate new technologies for the advancement of
U.S. foreign policy. Equally as important, the bureau is
focused on enhancing security for the Department's
computer and communications systems. IRM continues to
aggressively confront these issues by strengthening IRM
employee expertise and by enhancing the Department's
information technology.
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