From the MER Conference 2012
Speaker: Karen Strong
For many years "RIM" has been the name of the function within organizations responsible for Records & Information Management. RIM represents the discipline of managing an organization's records and information according to standards, guidelines, laws, and regulations with a focus on compliance.
It is time, however, to re-think some of the traditional assumptions about Records & Information Management. This session details the transformational value in a change to "Responsible Information Management (RIM)".
Responsible Information Management re-sets the vision and direction of RIM and can put your organization on a path to adopt and sustain "best practice" information management behaviors.
Responsible Information Management takes into consideration the roles and responsibilities of every user who creates and receives information in their daily work activities with clear expectations regarding individual and organizational accountability.
In this session, learn:
The necessary changes in behavior at the individual and organizational level to achieve Responsible Information Management, and
The steps you can take to achieve the required business results of Responsible Information Management by leveraging best practices in organizational transformation and change management.
Laserfiche Avante is a content management and business process management solution that allows organizations to manage both structured and unstructured content throughout its lifecycle, including acquisition, filing, access control, routing using business process management tools, and archiving. It provides capabilities for document imaging, document management, and business process management. Laserfiche Avante integrates these functions into a single system to help organizations efficiently process information and make smart decisions.
Good bi governance is just good business (educause review) | educause.eduJim Nottingham
The document discusses the importance of good governance for successful business intelligence (BI) initiatives in higher education. It outlines three key concepts for BI success: 1) understanding the nature and drivers of BI, 2) establishing a quality governance model, and 3) navigating the operating culture of higher education. A quality governance model includes clearly defined executive, strategic, and operational decision-making groups. These groups help prioritize projects, ensure accountability, and foster high trust and communication between stakeholders. However, challenges include the risk-averse and siloed culture of higher education which can stall projects for years if key stakeholders are not properly engaged through the governance process.
The document provides an 8-step method for developing a taxonomy. It begins by selecting a taxonomy team from records management, IT, legal and compliance. The second step is to determine the role of the taxonomy in corporate strategy and objectives. The third step involves conducting surveys and interviews to determine business requirements. The fourth step is to gather and review any existing relevant information. The fifth step is to conduct another round of surveys and interviews to identify elements of the taxonomy.
IKON PQM is an online process and quality management platform that allows companies to efficiently manage policies, procedures, and monitor compliance. It features customizable policy creation and reporting, centralized updates, monitoring of staff activities, and alerts. Benefits include reduced audit costs, risk anticipation, and ensuring policy accuracy through real-time dashboards and reports. IKON PQM provides a customizable online audit template with workflows, post-audit reporting, and task tracking.
Transforming it processes and culture to assure service qualityHemant Nagar
IT LEADERS ARE CREATING NEW CROSS-DOMAIN, CROSS-ORGANIZATIONAL PROCESSES TO CLOSE THE IT OPERATIONS-BUSINESS GAP. Service Operations Management helps organizations implement mature IT processes for managing business services in both traditional and cloud-connected environments. It uses information from various tools to build real-time views of services and more efficiently pinpoint sources of service impact. This approach helps improve triage and remediation of issues while maintaining required service quality and reducing inefficient meetings.
AIIM West - Built for Success - Creating an Effective IM Org Structure - 2012...Greg Clark
The document discusses creating an effective information management (IM) organization structure. It provides examples of different roles that could be included in an IM team, such as a program manager, project manager, business analyst, and information architect. It also presents sample organizational structures for large and small organizations. The conclusion emphasizes that the primary role of the IM team is to meet business needs and that IM expertise and flexibility are critical to the success of the team and structure.
1. The document discusses achieving agility at scale through disciplined agile teams that produce working software regularly, do continuous testing, work closely with stakeholders, are self-organizing, and regularly reflect on how to improve.
2. It describes scaling agile software delivery by focusing on key agile practices, reinforcing delivery practices, changing delivery rhythms, supporting practices with automation, and measuring to demonstrate business value.
3. Examples are provided of how Jazz platform was used at La Caixa for managing service providers and at Danske Bank for adoption of agile at scale, and how visibility and transparency was achieved at Panasonic Automotive.
Making your metadata governance program for unstructured content sustainableAlix Kneifel
This session will present governance problems and strategies, along with a set of tools to help you evaluate your metadata governance program or get it back on track. Presented at DGIQ conference, June 2012.
Laserfiche Avante is a content management and business process management solution that allows organizations to manage both structured and unstructured content throughout its lifecycle, including acquisition, filing, access control, routing using business process management tools, and archiving. It provides capabilities for document imaging, document management, and business process management. Laserfiche Avante integrates these functions into a single system to help organizations efficiently process information and make smart decisions.
Good bi governance is just good business (educause review) | educause.eduJim Nottingham
The document discusses the importance of good governance for successful business intelligence (BI) initiatives in higher education. It outlines three key concepts for BI success: 1) understanding the nature and drivers of BI, 2) establishing a quality governance model, and 3) navigating the operating culture of higher education. A quality governance model includes clearly defined executive, strategic, and operational decision-making groups. These groups help prioritize projects, ensure accountability, and foster high trust and communication between stakeholders. However, challenges include the risk-averse and siloed culture of higher education which can stall projects for years if key stakeholders are not properly engaged through the governance process.
The document provides an 8-step method for developing a taxonomy. It begins by selecting a taxonomy team from records management, IT, legal and compliance. The second step is to determine the role of the taxonomy in corporate strategy and objectives. The third step involves conducting surveys and interviews to determine business requirements. The fourth step is to gather and review any existing relevant information. The fifth step is to conduct another round of surveys and interviews to identify elements of the taxonomy.
IKON PQM is an online process and quality management platform that allows companies to efficiently manage policies, procedures, and monitor compliance. It features customizable policy creation and reporting, centralized updates, monitoring of staff activities, and alerts. Benefits include reduced audit costs, risk anticipation, and ensuring policy accuracy through real-time dashboards and reports. IKON PQM provides a customizable online audit template with workflows, post-audit reporting, and task tracking.
Transforming it processes and culture to assure service qualityHemant Nagar
IT LEADERS ARE CREATING NEW CROSS-DOMAIN, CROSS-ORGANIZATIONAL PROCESSES TO CLOSE THE IT OPERATIONS-BUSINESS GAP. Service Operations Management helps organizations implement mature IT processes for managing business services in both traditional and cloud-connected environments. It uses information from various tools to build real-time views of services and more efficiently pinpoint sources of service impact. This approach helps improve triage and remediation of issues while maintaining required service quality and reducing inefficient meetings.
AIIM West - Built for Success - Creating an Effective IM Org Structure - 2012...Greg Clark
The document discusses creating an effective information management (IM) organization structure. It provides examples of different roles that could be included in an IM team, such as a program manager, project manager, business analyst, and information architect. It also presents sample organizational structures for large and small organizations. The conclusion emphasizes that the primary role of the IM team is to meet business needs and that IM expertise and flexibility are critical to the success of the team and structure.
1. The document discusses achieving agility at scale through disciplined agile teams that produce working software regularly, do continuous testing, work closely with stakeholders, are self-organizing, and regularly reflect on how to improve.
2. It describes scaling agile software delivery by focusing on key agile practices, reinforcing delivery practices, changing delivery rhythms, supporting practices with automation, and measuring to demonstrate business value.
3. Examples are provided of how Jazz platform was used at La Caixa for managing service providers and at Danske Bank for adoption of agile at scale, and how visibility and transparency was achieved at Panasonic Automotive.
Making your metadata governance program for unstructured content sustainableAlix Kneifel
This session will present governance problems and strategies, along with a set of tools to help you evaluate your metadata governance program or get it back on track. Presented at DGIQ conference, June 2012.
Have you wondered where, why, and how ITIL came from, then this is the meeting that will explain it all! You will hear why ITIL can be a Business Analyst's best friend!
John Magill will discuss how ITIL is the leading body of knowledge for Service Management helping you design services not just applications. He will also share with you how to get infrastructure people and application people to work together, how to design for utility, warranty and usability - a design for success. He will show how to ensure that the services are optimally employable by the business and manageable by the provider and some key ITIL architectures including Service Lifecycle and the V model, how to transition designs into production and continual service improvement - all establishing and increasing quality.
This document discusses how automating business rules with Corticon's Business Rules Management System (BRMS) can help organizations make better, faster decisions and achieve greater operational agility. Corticon's model-driven BRMS allows users to model, automate, and maintain operational decisions and the underlying business rules without programming. This helps ensure consistency, accuracy, and the ability to quickly change rules in response to shifting business needs or regulations. The system manages the entire lifecycle of operational decisions across industries such as insurance, financial services, and government.
IS Unified's mission is to deliver a robust solution focusing on common problematic areas that affect the Digital Enterprise. Their unified solution manages strategy, clients, products/services, people and assets using over 30 modules. This includes capabilities like business process modeling, resource management, project portfolio management, and more to help businesses with goals like productivity, agility, and aligning IT with business objectives.
This document describes Dakota Software's ProActivity suite, which provides a complete solution to help companies plan, execute, verify, improve, sustain and monitor their environmental, sustainability and compliance programs. ProActivity allows users to understand applicable requirements, recognize compliance issues, and track and report on sustainability initiatives. It provides tools to efficiently manage EHS compliance and carbon management programs across multiple sites.
The document discusses a Fortune 500 FMCG company that established a Shared Service Center (SSC) in India to streamline business processes and reduce costs. The company faced complex, manual processes that were costly and error-prone. Newgen provided a BPM solution to automate processes like accounts payable, receivable, billing, and compliance across several countries. The solution integrated with multiple ERP systems and standardized processes. This enabled cost savings through outsourcing and improved processes, vendor relationships, and compliance. Newgen is a leader in BPM and document management solutions, with implementations at many large companies.
Adaptive software development processes epitomized by Agile methodologies are based on continual improvement – incremental changes that emerge as teams iterate and learn about the product they are developing. This appears to conflict with the world of the program office, responsible for defining the software development lifecycle (SDLC), in which a stable and repeatable development process with well-defined ownership and controls is a common objective. Using recent examples in which agile methods have been successfully introduced into large organizations with existing SDLCs, we consider the difficulties of creating a verifiable process when the process itself is continually being modified, and look at how software development can be managed and controlled without stifling the benefits of adaptive software development processes.
Enterprise content management (ECM) provides financial institutions opportunities to gain greater efficiency and regulatory compliance by better managing their vast amounts of documents and content. ECM solutions allow institutions to capture, store, classify, and securely access documents from any location. This streamlines workflows and improves customer service while reducing costs. Key areas that benefit include back-office processes, legal departments, and customer service. Financial institutions should aim to protect document integrity, provide easy access to authorized users, and eliminate duplicate documents with ECM.
The document summarizes a workshop on successful implementation of records management. It includes:
1) An agenda for the workshop covering topics like automating information lifecycle governance and implementing records management programs.
2) A background section on the presenter including his experience in records management, ECM, and IBM.
3) Case studies and examples of how organizations have saved millions through implementing information lifecycle governance programs that involve archiving unnecessary data, applying retention schedules, and enabling defensible disposal.
Webinar - Transition Your Organization - The Microsoft CasePatrick Nolot
Managing the transition to multi-country HR BPO involves dealing carefully with three main tasks (or streams) at the same time: process conversion, implementation and change management and communication. But even more challenging is the integration of the human dimension related to any transition project.
During this complimentary 60 minute webcast, Bonnie Skelly, Director, International Payroll, Finance Operations at Microsoft, Barbara Paterson, Director and People Development Specialist for Paterson Consultancy Ltd., and Patrick Nolot, Global Program Director at ADP, will discuss:
• Dealing with the complexity of transitioning multi-country HR BPO projects
• Managing the three key transition streams according to a proven methodology
• Identifying the emerging challenge of international organizations’ permanent transition state
• Managing the challenges related to people and transition
• Maintaining employee engagement over time
The document discusses using analytical tools like dashboards, drill downs, and automated alerts to support decision making for agencies. It addresses developing measures to track performance against strategic plans and establishing a review process with executives. Integrating disparate data sources into a central repository is needed to effectively manage large volumes of structured and unstructured data for improved decisions and performance management.
This document discusses outsourcing, offshore outsourcing, and IS suppliers. It provides an overview of why companies outsource IT functions like reducing costs and risks. While outsourcing can help lower costs, there are also transition costs involved and companies still face strategic, operational, and other risks. Offshoring moves some operations overseas for additional cost savings, with locations like India initially popular but the landscape is now more complex. Case studies examine outsourcing arrangements between companies and how suppliers provide services using an optimal mix of onshore, nearshore and offshore resources.
This document provides an introduction to the Microsoft Operations Framework (MOF). It discusses how MOF connects service management concepts to practical tasks and activities. MOF encompasses the entire IT service lifecycle and integrates governance, risk, and compliance. It provides concise guidance and delivers a platform for ongoing community engagement to help IT organizations efficiently and effectively deliver IT services. The document then provides examples of how MOF can be applied through its phases, service management functions, and use of solution accelerators.
The document discusses IT governance and the challenges faced by SMB CIOs in managing IT. It summarizes that IT governance aims to ensure IT dollars are spent on the right projects at the right time. However, the tools and processes typically used by large enterprises are too expensive, complex, and specialized for SMBs. The document then introduces the concept of on-demand CIO services as a more cost-effective solution for SMBs to access expert guidance and management of their IT operations and projects.
Gss America's "Managed IT Services" Overviewrockynaidu
GSS America is a 10-year old global managed IT services provider headquartered in Hyderabad, India. It offers a full suite of managed IT services including helpdesk, desktop management, collaboration tools management, virtualization, and infrastructure optimization services. GSS aims to help enterprises focus on their core competencies by managing their IT infrastructure and applications. It has offices worldwide and over 300 clients including many Fortune 500 companies.
COBIT 5 is an update to COBIT 4.1 that provides an integrated governance framework for IT and the enterprise as a whole. Some key changes include merging some processes, reassigning others, introducing new processes, and separating governance from management. Implementing COBIT 5 requires determining stakeholder priorities and tailoring the framework to an organization's specific needs. Upgrading from COBIT 4.1 may be easier for more mature organizations while others may find it better to adopt COBIT 5 from the start.
This document provides an overview of Peter York's presentation on nonprofit effectiveness. The key points discussed include:
1. Different types of nonprofits, including macro nonprofits focused on policy/advocacy, micro nonprofits providing direct services, and hybrid organizations.
2. A model for organizational effectiveness with four core capacities: leadership, management, adaptive, and technical.
3. A lifecycle model showing how organizations progress through stages of developing their core program, infrastructure, and impact expansion.
4. Factors that influence organizational sustainability, including leadership, program capacity, and adaptability.
5. Strategies for strategic learning, including listening to clients, quantifying and qualifying data
Best Deployment: Raymond opts for 1KEY FCM - Financial ConsolidationDhiren Gala
The Perfect man becomes more intelligent
Mumbai-based Raymond needed a solution which could satisfy the functionality and ability to get all financial data on a single platform. MAIA Intelligence along with Mondial IT Consultants helped meet their expectations.
Minakshi Shetty of DQ Channels (Cybermedia) speaks to Sanjay Mehta, CEO, MAIA Intelligence, Vivek Kale, CIO, Raymond Limited and Sharad Kumar Agarwal, Director, Mondial IT Consultants
The document discusses Express Scripts winning the 2012 Data Governance Best Practice Award. It provides details on the award, including that it was the third annual award and there were 10 submissions that were evaluated by a panel of specialists. Express Scripts was selected as the winner for its formalized data governance program that included data quality initiatives, a data stewardship program, and organizational structure to support data governance across the large company. The program has resulted in estimated cost avoidance of over $20 million in 2011 from improved data quality and governance.
M12S01 - The Information Tsunami: Where We Are and How to Move ForwardMER Conference
The document summarizes a presentation on the current state of electronic records and information management (eRIM) programs. It notes that many eRIM implementations are failing because records managers missed an opportunity to lead, and that senior management buy-in and business operations involvement are key to success. The presentation outlines the various stakeholders involved in eRIM and their sometimes conflicting interests. It recommends clarifying accountability for information management and addressing the effects of social media. Motivating senior leaders requires emphasizing value and risk, while business users must take responsibility for records and embrace necessary changes.
Have you wondered where, why, and how ITIL came from, then this is the meeting that will explain it all! You will hear why ITIL can be a Business Analyst's best friend!
John Magill will discuss how ITIL is the leading body of knowledge for Service Management helping you design services not just applications. He will also share with you how to get infrastructure people and application people to work together, how to design for utility, warranty and usability - a design for success. He will show how to ensure that the services are optimally employable by the business and manageable by the provider and some key ITIL architectures including Service Lifecycle and the V model, how to transition designs into production and continual service improvement - all establishing and increasing quality.
This document discusses how automating business rules with Corticon's Business Rules Management System (BRMS) can help organizations make better, faster decisions and achieve greater operational agility. Corticon's model-driven BRMS allows users to model, automate, and maintain operational decisions and the underlying business rules without programming. This helps ensure consistency, accuracy, and the ability to quickly change rules in response to shifting business needs or regulations. The system manages the entire lifecycle of operational decisions across industries such as insurance, financial services, and government.
IS Unified's mission is to deliver a robust solution focusing on common problematic areas that affect the Digital Enterprise. Their unified solution manages strategy, clients, products/services, people and assets using over 30 modules. This includes capabilities like business process modeling, resource management, project portfolio management, and more to help businesses with goals like productivity, agility, and aligning IT with business objectives.
This document describes Dakota Software's ProActivity suite, which provides a complete solution to help companies plan, execute, verify, improve, sustain and monitor their environmental, sustainability and compliance programs. ProActivity allows users to understand applicable requirements, recognize compliance issues, and track and report on sustainability initiatives. It provides tools to efficiently manage EHS compliance and carbon management programs across multiple sites.
The document discusses a Fortune 500 FMCG company that established a Shared Service Center (SSC) in India to streamline business processes and reduce costs. The company faced complex, manual processes that were costly and error-prone. Newgen provided a BPM solution to automate processes like accounts payable, receivable, billing, and compliance across several countries. The solution integrated with multiple ERP systems and standardized processes. This enabled cost savings through outsourcing and improved processes, vendor relationships, and compliance. Newgen is a leader in BPM and document management solutions, with implementations at many large companies.
Adaptive software development processes epitomized by Agile methodologies are based on continual improvement – incremental changes that emerge as teams iterate and learn about the product they are developing. This appears to conflict with the world of the program office, responsible for defining the software development lifecycle (SDLC), in which a stable and repeatable development process with well-defined ownership and controls is a common objective. Using recent examples in which agile methods have been successfully introduced into large organizations with existing SDLCs, we consider the difficulties of creating a verifiable process when the process itself is continually being modified, and look at how software development can be managed and controlled without stifling the benefits of adaptive software development processes.
Enterprise content management (ECM) provides financial institutions opportunities to gain greater efficiency and regulatory compliance by better managing their vast amounts of documents and content. ECM solutions allow institutions to capture, store, classify, and securely access documents from any location. This streamlines workflows and improves customer service while reducing costs. Key areas that benefit include back-office processes, legal departments, and customer service. Financial institutions should aim to protect document integrity, provide easy access to authorized users, and eliminate duplicate documents with ECM.
The document summarizes a workshop on successful implementation of records management. It includes:
1) An agenda for the workshop covering topics like automating information lifecycle governance and implementing records management programs.
2) A background section on the presenter including his experience in records management, ECM, and IBM.
3) Case studies and examples of how organizations have saved millions through implementing information lifecycle governance programs that involve archiving unnecessary data, applying retention schedules, and enabling defensible disposal.
Webinar - Transition Your Organization - The Microsoft CasePatrick Nolot
Managing the transition to multi-country HR BPO involves dealing carefully with three main tasks (or streams) at the same time: process conversion, implementation and change management and communication. But even more challenging is the integration of the human dimension related to any transition project.
During this complimentary 60 minute webcast, Bonnie Skelly, Director, International Payroll, Finance Operations at Microsoft, Barbara Paterson, Director and People Development Specialist for Paterson Consultancy Ltd., and Patrick Nolot, Global Program Director at ADP, will discuss:
• Dealing with the complexity of transitioning multi-country HR BPO projects
• Managing the three key transition streams according to a proven methodology
• Identifying the emerging challenge of international organizations’ permanent transition state
• Managing the challenges related to people and transition
• Maintaining employee engagement over time
The document discusses using analytical tools like dashboards, drill downs, and automated alerts to support decision making for agencies. It addresses developing measures to track performance against strategic plans and establishing a review process with executives. Integrating disparate data sources into a central repository is needed to effectively manage large volumes of structured and unstructured data for improved decisions and performance management.
This document discusses outsourcing, offshore outsourcing, and IS suppliers. It provides an overview of why companies outsource IT functions like reducing costs and risks. While outsourcing can help lower costs, there are also transition costs involved and companies still face strategic, operational, and other risks. Offshoring moves some operations overseas for additional cost savings, with locations like India initially popular but the landscape is now more complex. Case studies examine outsourcing arrangements between companies and how suppliers provide services using an optimal mix of onshore, nearshore and offshore resources.
This document provides an introduction to the Microsoft Operations Framework (MOF). It discusses how MOF connects service management concepts to practical tasks and activities. MOF encompasses the entire IT service lifecycle and integrates governance, risk, and compliance. It provides concise guidance and delivers a platform for ongoing community engagement to help IT organizations efficiently and effectively deliver IT services. The document then provides examples of how MOF can be applied through its phases, service management functions, and use of solution accelerators.
The document discusses IT governance and the challenges faced by SMB CIOs in managing IT. It summarizes that IT governance aims to ensure IT dollars are spent on the right projects at the right time. However, the tools and processes typically used by large enterprises are too expensive, complex, and specialized for SMBs. The document then introduces the concept of on-demand CIO services as a more cost-effective solution for SMBs to access expert guidance and management of their IT operations and projects.
Gss America's "Managed IT Services" Overviewrockynaidu
GSS America is a 10-year old global managed IT services provider headquartered in Hyderabad, India. It offers a full suite of managed IT services including helpdesk, desktop management, collaboration tools management, virtualization, and infrastructure optimization services. GSS aims to help enterprises focus on their core competencies by managing their IT infrastructure and applications. It has offices worldwide and over 300 clients including many Fortune 500 companies.
COBIT 5 is an update to COBIT 4.1 that provides an integrated governance framework for IT and the enterprise as a whole. Some key changes include merging some processes, reassigning others, introducing new processes, and separating governance from management. Implementing COBIT 5 requires determining stakeholder priorities and tailoring the framework to an organization's specific needs. Upgrading from COBIT 4.1 may be easier for more mature organizations while others may find it better to adopt COBIT 5 from the start.
This document provides an overview of Peter York's presentation on nonprofit effectiveness. The key points discussed include:
1. Different types of nonprofits, including macro nonprofits focused on policy/advocacy, micro nonprofits providing direct services, and hybrid organizations.
2. A model for organizational effectiveness with four core capacities: leadership, management, adaptive, and technical.
3. A lifecycle model showing how organizations progress through stages of developing their core program, infrastructure, and impact expansion.
4. Factors that influence organizational sustainability, including leadership, program capacity, and adaptability.
5. Strategies for strategic learning, including listening to clients, quantifying and qualifying data
Best Deployment: Raymond opts for 1KEY FCM - Financial ConsolidationDhiren Gala
The Perfect man becomes more intelligent
Mumbai-based Raymond needed a solution which could satisfy the functionality and ability to get all financial data on a single platform. MAIA Intelligence along with Mondial IT Consultants helped meet their expectations.
Minakshi Shetty of DQ Channels (Cybermedia) speaks to Sanjay Mehta, CEO, MAIA Intelligence, Vivek Kale, CIO, Raymond Limited and Sharad Kumar Agarwal, Director, Mondial IT Consultants
The document discusses Express Scripts winning the 2012 Data Governance Best Practice Award. It provides details on the award, including that it was the third annual award and there were 10 submissions that were evaluated by a panel of specialists. Express Scripts was selected as the winner for its formalized data governance program that included data quality initiatives, a data stewardship program, and organizational structure to support data governance across the large company. The program has resulted in estimated cost avoidance of over $20 million in 2011 from improved data quality and governance.
M12S01 - The Information Tsunami: Where We Are and How to Move ForwardMER Conference
The document summarizes a presentation on the current state of electronic records and information management (eRIM) programs. It notes that many eRIM implementations are failing because records managers missed an opportunity to lead, and that senior management buy-in and business operations involvement are key to success. The presentation outlines the various stakeholders involved in eRIM and their sometimes conflicting interests. It recommends clarifying accountability for information management and addressing the effects of social media. Motivating senior leaders requires emphasizing value and risk, while business users must take responsibility for records and embrace necessary changes.
This document summarizes a webinar about artifacts that can enable successful data governance programs. It discusses operating models to formalize roles and responsibilities. It also discusses common data matrices to inventory and track accountability for data. Templates for workflows and issue resolution are presented to formalize processes. These artifacts provide structure and accountability to data governance initiatives.
Data Curation: Retooling the Existing WorkforceSteven Miller
My presentation given at the Symposium on Digital Curation in the Era of Big Data: Career Opportunities and Educational Requirements held at the National Academy of Sciences on July 19, 2012.
The document discusses information and knowledge management. It notes that while there is a vast amount of data available, managing information and knowledge effectively is important for better decision-making and delivering public services. Knowledge management involves capturing, sharing, and using knowledge to improve organizational performance and decision-making. Key factors include distinguishing between data, information, and knowledge, and addressing both explicit knowledge that can be documented as well as tacit knowledge gained from experience. Effective information and knowledge management supports informed decisions.
The document discusses making informed decisions through effective knowledge and information management. It defines key concepts like information, knowledge, knowledge management, and information overload. Proper information management is important for good decision-making and delivering public services. The document recommends implementing knowledge management tools and techniques to help organizations turn data and information into useful knowledge. This includes using records management, web 2.0 technologies, and addressing cultural and leadership factors to support informed decision making.
The document discusses information and knowledge management. It notes that while information overload is a challenge, managing information and knowledge effectively can support better decision-making. Knowledge management involves capturing, sharing, and using knowledge to improve organizational performance and decision-making. Key aspects include distinguishing between data, information, and knowledge, and addressing both explicit knowledge that can be documented as well as tacit knowledge gained from experience. The document also compares knowledge management to information management.
Boston College Corporate Citizenship Conferencemarjella82
The document summarizes a presentation on sustainability reporting using GRI guidelines. The presentation discusses what sustainability reporting is, how GRI helps organizations report sustainability information, and trends in sustainability reporting. It also outlines GRI resources available for learning about and implementing sustainability reporting, such as guidelines, training courses, and a disclosure database.
The document summarizes key topics from the book "Data Governance for the Executive" by Jim Orr. It discusses how data governance has traditionally been viewed narrowly but should be seen as information asset management that drives business performance. The document also outlines how data governance can demonstrate value to executives by reducing costs, improving revenues, and mitigating risks across industries. Companies estimate losing millions annually due to data quality issues.
The webinar provided an overview of effective governance principles for project management, including defining roles and responsibilities, ensuring alignment between projects and organizational strategy, and applying governance throughout the project lifecycle. It discussed challenges organizations face with governance and highlighted the APM principles for governance of project management. The presentation emphasized that governance is the responsibility of the board and senior leaders and involves stakeholder engagement, decision-making processes, and independent review.
ITSM Academy Webinar - Process Maturity, It's Not About the NumbersITSM Academy, Inc.
A cornerstone of continual process improvement is assessing process maturity. Drawing from proven maturity models, this session provides attendees a checklist of the key factors that influence process maturity, along with a Transition Plan for each maturity level that describes specific transition steps. As it is often difficult to figure out where to begin, attendees will also receive a template for a Process Improvement Matrix that can be used to prioritize improvement activities.
T4G Day 1_SharePoint - Improved Processes & Collaboration with Sharepoint by ...MSCitizenshipAPAC
The document discusses how the Kenan Institute Asia improved processes and collaboration through implementing Microsoft SharePoint. It overviews how SharePoint helped the organization share information digitally, manage documents and resources more efficiently, and realize estimated savings of $125,000 in efficiency and $150,000 in time savings. While adaptation of SharePoint was largely successful, transitioning some staff to new practices proved challenging.
Real-World Data Governance: Tools of Data Governance – Purchased and Develope...DATAVERSITY
1. The document discusses tools that are available for purchase to assist with data governance programs. It outlines several major vendors that offer data governance software and solutions.
2. The document provides rules for purchasing data governance tools, including knowing what you want the tools to do and that tool implementation alone is not a full data governance program.
3. The document discusses how data governance tools can help establish strategy, specify accountability, execute decision rights, create policies, and leverage technology to manage data as an asset. It asks what types of tools can assist with these governance functions.
The Proven Path to Supply Chain Cost Savingsjimmybear
This document outlines a three-stage proven path to cost savings through a team-based process improvement program. Stage I establishes a collaborative architecture and strategic framework. Stage II provides a process improvement framework to guide initiatives. Stage III offers process improvement enablement through extended enterprise project teams. An example is given of an aerospace company that achieved over $200 million in cost savings over 5 years using this approach across four project teams.
Global Resources promotes the optimal use of Fairtrade's resources through leading the development and delivery of high-quality, cost-effective shared services. It is responsible for data analysis, strategic partnerships, producer finance, human resources, IT services, finance, legal services, and office coordination to strengthen Fairtrade's operations and impact. Global Resources works to improve access to information and business analysis, financial solutions for producers, and establish international presences to serve producers globally in 3 sentences or less.
First San Francisco Partner's Managing Director, Kelle O'Neal spoke to group of 150+ people at Oracle Open World, October, 2009 about Data Governance and its imperative use of technology to support data quality in large organizations.
M12S07 - Retention & ESI - Paths to Success - Part TwoMER Conference
From MER Conference 2012
Speakers: Christine Burns and Carol Stainbrook
This session explains "why" your organization's technology selections impact "how" the updated retention schedules described in part one of this two-part session can be applied to electronically stored information (ESI). Learn reasonable and actionable approaches for embedding retention policies into e-mail, file shares and enterprise applications.
This session will address:
- Why "perfection" is often impractical, when it comes to applying retention policy to ESI and some reasonable alternatives to perfection.
- How the technologies for email, file shares, and other ESI affect the implementation of retention policies.
- When it may be necessary to choose different retention strategies for different technologies such e-mail, file shares and enterprise applications.
- Considerations for applying retention policy to data in enterprise applications.
- Criteria to help prioritize where to begin when applying retention policy.
In this session you will learn how to tailor your organization's approach to retention schedules so they are reasonable, actionable and result in the orderly destruction of eligible information, given your organization's technology selections.
Beyond the usual suspects? The role of expert knowledge in sustainability indicator development for Scotland's upland estates. Presented by Jayne Glass at the "Perth II: Global Change and the World's Mountains" conference in Perth, Scotland in September 2010.
This document discusses how organizations can respond, scale, and increase the performance of their project management organizations. It provides takeaways on understanding that strategy involves more than just technology, the importance of innovation in recognizing how some organizations are closing the gap between strategy and execution, and the need to adapt by learning about the relationships between strategic planning and performance management. The document also discusses how scheduling and project portfolio management can leverage technology to improve demand management, portfolio selection and analytics, resource management, and extract innovation from these practices.
Similar to M12S08 - Transforming RIM to 'Responsible Information Management' (20)
M12S23 - Right-sizing Your Information Footprint by Chucking Your Dead DataMER Conference
Speakers: Randolph A. Kahn, Esq. & Jonathan Redgrave, Esq.
Today, most organizations have too much digital content that has outlived its usefulness. Every year, the quantity of this unusable content multiplies. So, there's no time like the present to get busy, get cleaner and get meaner.
Having a defensible methodology and using the right tool for the task allows organizations to right-size their "Information Footprint" without worrying about regulatory or legal consequences.
If your organization right-sizes its' "Information Footprint", it would be much better off. Keeping old, unnecessary content will result in higher costs and risks. If the costs and risks are big enough, the case for proactively cleaning up the "Information Footprint" is very compelling.
Read more: http://www.rimeducation.com/videos/rimondemand.php
M12S21 - "Corporate Alzheimer's": The Impending Crisis in Accessing Digital R...MER Conference
Speakers: Christine Ardern, Adrian Cunningham, Charles Dollar, Ph.D., Mariella Guercio, Ph.D., Kenneth Thibodeau, Ph.D.
Is your organization facing "Corporate Alzheimer's"?
Fast forward to 2020:
- Your organization's CDs are obsolete,
- Its social media has been replaced,
- The Cloud has evaporated, and
- The organization has restructured several times and the terminology it used in 2012 has changed.
The organization's information assets, however, are safe in tiered storage. Because the software and hardware has changed from what was used to create them, access to needed records and data now is limited and, in some instances, impossible.
This is Corporate Alzheimer's - the increasing inability over time to access an organization's long-term digital information - when we know it is there, but changes in computer hardware and software have made the needed information inaccessible/unreadable.
Read more: http://www.rimeducation.com/videos/rimondemand.php
M12S19 - S19 - CASE STUDY: e-RIM Success with Structured Data SystemsMER Conference
Speakers: Laurie Fischer, Kevin S. Joerling, & Michael S. McKenna
Today, the majority of an organization's business processes and functions are facilitated or supported by the use of electronic systems. In turn, many of these systems create, manage, and/or store electronic data that is "structured".
"Structured data" typically is created and stored according to a pre-defined data model and fits into relational tables, or can be stored in rows and columns.
Information stored in structured data systems often serves as the official evidence of the business process that the system facilitates. As such, this information needs to meet the retention and disposition requirements defined in the organization's retention schedule. The additional requirements for authentic, reliable and unchangeable records are especially challenging since most structured data systems were designed to store and process dynamic and non-redundant data.
Information Technology departments historically have taken the position that since "storage is cheap" the application of an organization's records retention schedule to structured data was not an efficient use of scarce IT resources.
Today, the volume of information and its legal discoverability present a compelling argument for change.
Read more: http://www.rimeducation.com/videos/rimondemand.php
M12S18 - Records and Information Management: What Healthcare Should be Learni...MER Conference
Speakers: Hon. Ronald J. Hedges, Linda Kloss, & Deborah Kohn, MPH RHIA FACHE
Healthcare organizations are making unprecedented investments in information technology to accelerate the transition from paper to electronic health records as a foundation for improving care delivery.
The health care industry is learning that implementing information management and communications technology does not ensure that information is complete, accurate, reliable, secure, or used appropriately.
In fact, research is revealing new data errors and other information-related unintended consequences can impede safe use of technology.
Read More: http://www.rimeducation.com/videos/rimondemand.php
Richard (Dick) Fisher
Organizations are creating data records at a pace few could have imagined just five years ago - terabytes (1 trillion bytes) now and heading toward petabytes (1,000 terabytes) that may need to be archived or disposed of! This session uses the requirement for archiving and disposition of PeopleSoft records and data elements as one example, plus other real world requirements.
Read more: http://www.rimeducation.com/videos/rimondemand.php
M12S15 - CASE STUDY: Spoliation - The Actual Case As It Was To Be Argued in ...MER Conference
Speakers: Richard Cowen, Esq. Hon. Ronald J. Hedges Matthew Prewitt, Esq.
A key executive with access to his company's confidential and trade secret information downloads information from his company-owned laptop to flash drives, and then, the evening before resigning, uses a commercially available "wipe" to erase his laptop. He claims he didn't want his employer to see porn, personal messages and comments critical of his boss, and didn't realize he erased virtually everything. After leaving the company, and after suit had been filed, he throws away the flash drives, now claiming he did this so it would be clear he wouldn't have any information in his possession.
M12S13 - RIM for the Next Generation: A Call to ActionMER Conference
Speakers: Charles R. Booz, Julia Brickell, and Mike Salvarezza
The RIM paradigms of the past are fast becoming obsolete and unworkable. New perspectives and new approaches are required.
This session is a "Call to Action" - for a complete transformation of the practice of RIM - from regulations and laws to practices and policies.
The session begins by identifying four major changes are redefining how business is conducted:
The emergence of a new generation of workers,
The proliferation of mobile technology,
The explosion of Social Media, and
The rapid advance of new and innovative technological capabilities.
Collectively, these four changes are rapidly and radically changing the world we live and work in. RIM leaders can and should be leading the charge to:
Change the way things are done,
Adjust legal, regulatory, and business expectations to better address new and different technologies, and
Incorporate cultural changes in the way business is conducted.
One approach is to build a prospective Information Governance model that is highly adaptable to changing circumstances and technologies - in order to avoid being trapped by the next paradigmatic fault underlying our basic RIM assumptions.
M12S11 - The Do's and Don'ts of Managing Social MediaMER Conference
M12S11 - The Do's and Don'ts of Managing Social Media
Speakers: Sara Meaney Jesse Wilkins
Many organizations have moved, from experimenting with social media tools, to incorporating them into business processes. As a result, both commercial services and enterprise social content tools are significantly changing the ways organizations do business and interact with their constituents. As the amount of content generated by these tools increases, so does the need to manage them successfully.
Learn more: http://www.rimeducation.com/videos/rimondemand.php
M12S09 - ERM Case Law: The Latest News, Trends, and IssuesMER Conference
1) The document discusses recent cases related to electronic records management (ERM) procedures and preservation of electronically stored information (ESI).
2) It provides examples of cases where proper ERM procedures were valuable, as well as some cases where failures to follow procedures resulted in sanctions.
3) The document also summarizes discussions on potential amendments to rules around preservation duties and spoliation sanctions.
M12S06 - Will Technology-Assisted Predictive Modeling and Auto-Classification...MER Conference
From the MER Conference 2012
Seakers: Jason R. Baron, Esq. Dave Lewis, Ph.D.
2012 is the year we will see great strides by information professionals in using automation (in the form of "predictive" and "technology-assisted" search, filtering, and auto-classification) for the purpose of achieving efficiencies and cutting costs in records management as well as in legal settings.
The strategic use of these new methods is absolutely necessary given the massive, exponential increases in electronically stored information - in the form of records within corporate networks and repositories.
This session addresses the latest technological developments from the two perspectives:
- A longtime advocate of smart technology in the public recordkeeping sector, and
- A leading information scientist.
The session includes a state of the art overview of the latest developments in technology-assisted review, with an emphasis on how these technologies can and will enhance electronic records management by helping to end the era of excessive reliance on end user RM.
You will learn:
- What technology-assisted review and predictive analytics are all about using advanced search, filtering, and auto-classification as part of a defensible electronic records management program.
- How these technologies also add value to overall corporate information governance.
M12S05 - CASE STUDY: Leveraging Content Analytics to Kick-Start your Informat...MER Conference
This document summarizes a presentation about using content analytics to kickstart an information governance initiative. It discusses challenges organizations face with growing data volumes and regulatory obligations. It then describes how content assessment, using analytics, classification, and collection, can help organizations understand their information landscape, prioritize efforts, and enable defensible disposition of data. The presentation includes an example case study of how one large financial organization used these techniques.
From the MER Conference 2012
Speaker: Bruce Miller
The first Electronic Recordkeeping software emerged in 1991.
The US DoD 5015.2 standard has been in place since 1997, and is now undergoing its third major revision.
Some 60+ product certifications against the standard have been granted to date.
Today approximately 20 different products remain certified. These products continue to be sold around the world.
Yet successful deployment is nowhere near expectations.
Hear Bruce's unique perspective as he reviews the successes and frustrations of the very technology he invented and has evangelized for two decades.
In this session, learn:
- Why we have failed to realize the promise of ERM software,
- What went wrong,
- What have we achieved,
- Where have we failed to meet expectations,
- Why do we still seem unable to make it work, and
- Where we are now.
Bruce will make the case that in order to achieve the adoption rates we expect, change will have to come from all four stakeholder groups:
- RIM practitioners,
- Software vendors,
- IT managers, and
- Business leadership.
Hear Bruce's compelling vision for a way-forward roadmap for a more successful electronic recordkeeping future.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
M12S08 - Transforming RIM to 'Responsible Information Management'
1. Cohasset Associates, Inc.
NOTES
The MER 2012 Conference
May 7, 2012
Transforming RIM to ‘Responsible
Information Management’
Karen V. Strong
Senior Director, Gimmal Group
Delivered at MER 2012 Conference 0
Records and Information Management
A few definitions…
“A logical and practical approach to the creation, maintenance, use
and disposition of records and, therefore, the information that those
records contain.”
Records Management Handbook (1994)
“The field of management responsible for the efficient and systematic
control of the creation, receipt, maintenance, use, and disposition of
records, including processes for capturing and maintaining evidence of
and information about business activities and transactions in the form of
records.”
ARMA International
Delivered at MER 2012 Conference 1
Records and Information Management
A few more definitions…
“The field of management responsible for the efficient and systematic
control of the creation, receipt, maintenance, use and disposition of
records, including the processes for capturing and maintaining
evidence of and information about business activities and transactions
in the form of records".
records
ISO 15489-1: 2001 standard
“The planning, controlling, directing, organizing, training, promoting,
and other managerial activities involving the life cycle of information,
including creation, maintenance (use, storage, retrieval), and disposal,
regardless of media."
DoD 5015.2-STD (2007)
Delivered at MER 2012 Conference 2
2012 Managing Electronic Records Conference 8.1
2. Cohasset Associates, Inc.
NOTES
RIM Word Cloud #1: Current State
Delivered at MER 2012 Conference 3
Why is it so Difficult?
• Discipline and control
• Standards and guidelines
• Laws and regulations
• Compliance message
• Age of big information
• Time and effort
• Lots of ‘them’ fewer of ‘you’
• Requires ownership and
accountability
Delivered at MER 2012 Conference 4
More Definitions
Ownership - the state or fact of being an owner
Accountable - subject to the ob ga o to report, e p a ,
ccou tab e subjec o e obligation o epo , explain,
or justify something; responsible; answerable
Responsible - answerable or accountable, as for
something within one's power, control, or management
Delivered at MER 2012 Conference 5
2012 Managing Electronic Records Conference 8.2
3. Cohasset Associates, Inc.
NOTES
Responsible Information Management
A new definition…
Responsible Information Management (RIM) is
the outcome achieved through changes in
information management processes,
g p
technology tools, and behaviors…
Delivered at MER 2012 Conference 6
Information Management
Challenges
Costs & Risk
Opportunities
Processes Tools Behaviors
Used to control and leverage information
to realize the desired results
Delivered at MER 2012 Conference 7
Responsible Information Management
A new definition…
Responsible Information Management (RIM) is
the outcome achieved through changes in
information management p
g processes, technology
gy
tools, and behaviors…driven by ownership
and accountability to improve the effectiveness
of records and information management.
Delivered at MER 2012 Conference 8
2012 Managing Electronic Records Conference 8.3
4. Cohasset Associates, Inc.
NOTES
RIM Word Cloud #2: Future State
Delivered at MER 2012 Conference 9
Reset Vision and Direction of RIM
Discipline and Ownership and
Control Accountability
Just do it! You own it!
Delivered at MER 2012 Conference 10
Transformational Value
• Transfers ownership and
accountability to everyone
• Scalable
• Measurable
• Aligns with business
Aligns with business
objectives and goals
• Sponsorship is critical
• Structured and intentional
change process
Delivered at MER 2012 Conference 11
2012 Managing Electronic Records Conference 8.4
5. Cohasset Associates, Inc.
NOTES
Active and Visible Sponsorship:
Greatest Contributor to Success
Delivered at MER 2012 Conference 12
Change Components
• Organization Culture
• Shared vision
• Values
Culture & • Individual Behaviors
Processes • Follow best practices
Behaviors
• Integrated with daily
work activities
Delivered at MER 2012 Conference 13
Culture and Behaviors
Future State or Words and Work Methods Integrated with
Outcome Actions And Tools Daily Work Activities
Vision Values Practices Processes
Leadership Team
Line Managers
Employees & Contractors
Delivered at MER 2012 Conference 14
2012 Managing Electronic Records Conference 8.5
6. Cohasset Associates, Inc.
NOTES
RIM (Responsible) Future State
ACHIEVE: Organizational Objectives
SUPPORT: Information
Key Business
Drivers Lifecycle Management
Policies,
Processes,
Procedures, EMPOWER: Users
Guidelines
Operational Information Control & Responsibility &
Models Technology Authority Accountability
Tools
Delivered at MER 2012 Conference 15
RIM Project Portfolio: Examples
Define roles, responsibility,
and accountability (individual
Project
and organizational)
Reward and 1
reinforce behaviors
to drive Project Project Define support
sustainability 6 2 structure (policies,
procedures, guidelines,
RIM
RIM information lifecycle)
information lifecycle)
Implement improved Program
IM processes, tools, Project Project
and best practice 5 3 Review/investigate
behaviors technology tools and
solutions
Project
4
Engage organizational leaders
and define key business drivers
Delivered at MER 2012 Conference 16
Prosci’s Change
Management Process
Prosci, Inc.
• World leader in
Follow a change
management
Structured research and
Change product
Management
M t development
d l t
• Focused on building
Approach internal change
management
competency
Prosci copyright 2009
Delivered at MER 2012 Conference 17
2012 Managing Electronic Records Conference 8.6
7. Cohasset Associates, Inc.
NOTES
Individual Change Process
Awareness
Desire
Knowledge
K l d
Ability
Reinforcement
ADKAR and ADKAR terms are a registered trademark of Prosci. All Rights Reserved. Used with permission. www.change-management.com
Delivered at MER 2012 Conference 18
RIM Transformation Process
Project 1
Integrated
Roadmap
Project 2
Organizational
Assessments
(Readiness)
Delivered at MER 2012 Conference 19
RIM Transformation Process
Change
Assessments
(Impact)
Tactical
Plans
ADKAR and ADKAR terms are a registered trademark of Prosci. All Rights Reserved. Used with permission. www.change-management.com
Delivered at MER 2012 Conference 20
2012 Managing Electronic Records Conference 8.7
8. Cohasset Associates, Inc.
NOTES
Outcome: Embrace, adopt, and utilize processes
and tools demonstrating best practice behaviors
Delivered at MER 2012 Conference 21
Key Messages Summary
• Rethink traditional models
and assumptions about
Records & Information
Management (RIM)
• Establish a new vision:
Responsible Information
Management (RIM)
• Secure sponsorship and
drive progress through a
structured change
management process
Delivered at MER 2012 Conference 22
The Outcome
Delivered at MER 2012 Conference 23
2012 Managing Electronic Records Conference 8.8
9. Cohasset Associates, Inc.
NOTES
The MER 2012 Conference
May 7, 2012
Transforming RIM to ‘Responsible
Information Management’
Karen V. Strong
Senior Director, Gimmal Group
Delivered at MER 2012 Conference 24
2012 Managing Electronic Records Conference 8.9