Keith Atteck presented on developing an effective information governance strategy at the ARMA Canada Conference in 2016. He emphasized that strategy connects the present to the future. Atteck has over 20 years of experience in information governance, records management, and project management. He discussed how to articulate a clear IG strategy by connecting to stakeholders' needs, demonstrating value, and linking initiatives to organizational objectives. Atteck also stressed the importance of change management, defining metrics and success measures, and establishing controls to manage and verify success of the strategy.
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
Building a Strategy Focused IT Organization using Balanced ScorecardGlen Alleman
The Balanced Scorecard initiative develops your Strategies, Critical Success Factors, and Key Performance Indicators - that align the business strategies with the business operations
Presentation delivered by Luis E. Taveras, PhD, Former Senior Vice President, Office of Integration, RWJ Barnabas Health at the marcus evans National Healthcare CIO Summit held in Pasadena CA, March 13-14 2017
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
This in our firms' introduction to the concept of the Balanced Scorecard. We use this as part of developing the strategy monitoring and management processes our clients use to insure their strategies stay on track. While this doesn't include our content associated with actually setting up or managing the process, we hope it helps companies who are considering (or struggling with) a BSC implementation.
Building a Strategy Focused IT Organization using Balanced ScorecardGlen Alleman
The Balanced Scorecard initiative develops your Strategies, Critical Success Factors, and Key Performance Indicators - that align the business strategies with the business operations
Presentation delivered by Luis E. Taveras, PhD, Former Senior Vice President, Office of Integration, RWJ Barnabas Health at the marcus evans National Healthcare CIO Summit held in Pasadena CA, March 13-14 2017
Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
Transformational change is here to stay.
We are living in an era of continuous transformation where standing still is simply not an option in today’s ultra-competitive and constantly changing business environments.
This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
Benefits Management done well will naturally draw people into the change process and can achieve game-changing results. It does this by fostering in people; joined-up thinking, good communications, readiness for change and a culture of shared goals and objectives.
Today’s market drivers for constant business change don’t offer the luxury of choice.
If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
If directed to cut costs or do more for less, it should be done intelligently. Benefits management is essentially about making sure that the organisation has an unrelenting focus on delivering business value and not just traditional time, cost and quality outputs.
In the real world, it’s about people and winning the hearts and minds of the people, that will deliver true success.
On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
The presenters were Neil White, Chair of APM Benefits Management SIG and Merv Wyeth, Secretary.
See also: http://bit.ly/2iykbXX
IT Transformation: Program management delivers interdependent initiatives for benefits that align to key strategic goals. Business Transformation process and cycle
Corporate Real Estate Impact on Enterprise SuccessRegus
This research explores the relationship between the perceived maturity and capability of Corporate Real Estate (CRE) practices and the economic performance of business enterprises. It focuses on Fortune 500-sized organisations.
http://www.regus.com/?utm_campaign=slideshare
High-performing organizations achieve results by utilizing portfolio management to select the right projects at the right time with the right resources based on a data-driven selection methodology. Portfolio management adds value to an organization’s bottom line by optimizing the organization’s capacity and capabilities to meet the demands of an ever changing market and technology trends. It does this by providing insight and global visibility of the organizations approved set of strategic criteria against a backdrop of organizational constraints. This presentation provides a few of the value creation processes that implementing a best in class portfolio management solution can provide to your organization.
To learn more: http://developingaculturethatworks.com/
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
Tech transfer making it as a risk free approach in pharmaceutical and biotech iniaemedu
Tech transfer is a common methodology for transferring new products or an existing
commercial product to R&D or to another manufacturing site. Transferring product knowledge to the
manufacturing floor is crucial and it is an ongoing approach in the pharmaceutical and biotech
industry. Without adopting this process, no company can manufacture its niche products, let alone
market them. Technology transfer is a complicated, process because it is highly cross functional. Due
to its cross functional dependence, these projects face numerous risks and failure. If anidea cannot be
successfully brought out in the form of a product, there is no customer benefit, or satisfaction.
Moreover, high emphasis is in sustaining manufacturing with highest quality each and every time. It
is vital that tech transfer projects need to be executed flawlessly. To accomplish this goal, risk
management is crucial and project team needs to use the risk management approach seamlessly.
The best preforming companies know they have to translate the abstract into concrete every day principles relying on their own uniquely developed talent and competencies. These organisations design and build their own specific skills to set them apart from competitors. They then bring those capabilities to scale.
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
In this paper, we provide an overview on the importance of achieving operational excellence in the current economy and how to link strategy to operations as described by Drs. Kaplan & Norton in their new book The Execution Premium.
IT Transformation: Program management delivers interdependent initiatives for benefits that align to key strategic goals. Business Transformation process and cycle
Corporate Real Estate Impact on Enterprise SuccessRegus
This research explores the relationship between the perceived maturity and capability of Corporate Real Estate (CRE) practices and the economic performance of business enterprises. It focuses on Fortune 500-sized organisations.
http://www.regus.com/?utm_campaign=slideshare
High-performing organizations achieve results by utilizing portfolio management to select the right projects at the right time with the right resources based on a data-driven selection methodology. Portfolio management adds value to an organization’s bottom line by optimizing the organization’s capacity and capabilities to meet the demands of an ever changing market and technology trends. It does this by providing insight and global visibility of the organizations approved set of strategic criteria against a backdrop of organizational constraints. This presentation provides a few of the value creation processes that implementing a best in class portfolio management solution can provide to your organization.
To learn more: http://developingaculturethatworks.com/
Technology Leader,
Strategic Leader,
IT Executive,
IT Business Partner,
Business Technology Partner, Executive,
Chief of Staff,
Executive Director,
Chief Business Officer,
IT Leader,
IT/Finance,
VP IT Relationship Management ,
Business Partner Driving Cross-Functional Alignment of IT Strategy, Programs & Services
PMO Leadership
IT Strategy
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
Tech transfer making it as a risk free approach in pharmaceutical and biotech iniaemedu
Tech transfer is a common methodology for transferring new products or an existing
commercial product to R&D or to another manufacturing site. Transferring product knowledge to the
manufacturing floor is crucial and it is an ongoing approach in the pharmaceutical and biotech
industry. Without adopting this process, no company can manufacture its niche products, let alone
market them. Technology transfer is a complicated, process because it is highly cross functional. Due
to its cross functional dependence, these projects face numerous risks and failure. If anidea cannot be
successfully brought out in the form of a product, there is no customer benefit, or satisfaction.
Moreover, high emphasis is in sustaining manufacturing with highest quality each and every time. It
is vital that tech transfer projects need to be executed flawlessly. To accomplish this goal, risk
management is crucial and project team needs to use the risk management approach seamlessly.
The best preforming companies know they have to translate the abstract into concrete every day principles relying on their own uniquely developed talent and competencies. These organisations design and build their own specific skills to set them apart from competitors. They then bring those capabilities to scale.
Operational Excellence: The New Lever for Profitability and Competitive Advan...FindWhitePapers
In this paper, we provide an overview on the importance of achieving operational excellence in the current economy and how to link strategy to operations as described by Drs. Kaplan & Norton in their new book The Execution Premium.
SharePoint Governance: Impacts of Moving to the CloudAntonioMaio2
Webinar presented by Christian Buckley(@buckleyplanet) & Antonio Maio(@AntonioMaio2) on the impacts to governance strategy as organizations begin planning to expand their SharePoint footprint to the cloud -- whether moving entirely to the cloud, or in a hybrid model. Includes comparisons of on prem and online advantages and risks, and a quiz to help organizations plan accordingly.
Presentation made to the Welsh Government's Visit Wales facilitated Digital Tourism Business Framework Programme's Steering Group on 5th July 2012 about the MonmouthpediA innovation project and its implications for the Welsh Tourism sector's use of digital technologies, opportunities for research into Heritage and Tourism in the Welsh Creative & Digital Economy and the manner in which Wales as a bilingual nation is a natural test bed for 'QRpedia' technology which offers international reach and multi-lingual delivery of co-created and local and global community curated content.
Mensen ondernemen steeds vaker stappen om naast hun huidige werkzaamheden, iets op te bouwen ter vervanging van " oude zekerheden" als baan, pensioen en jaarlijks toenemend inkomen. Daarnaast zijn ze steeds vaker op zoek naar vrijheid. Vrijheid in de vorm van meer vrije tijd, maar zeker ook in een bepaalde mate van onafhankelijkheid van werkgever of uitkeringsinstanties.
Sinds 2010 werken wij samen met Forever. Een bedrijf met een bijzondere filosofie, want het bestaat uit business partners in plaats van medewerkers, is volledig self supporting (dus niet afhankelijk van banken of het beursklimaat). Mensen die zich aansluiten kiezen zelf waar, wanneer en met wie ze werken en bepalen ook de hoogte van hun inkomen.
Het is hard werken en buiten je comfort zone stappen en zeker niet voor iedereen. Maa red moeite waard om het te onderzoeken.
Kaupunkien ja maaseudun välinen vuorovaikutusTimoAro
Suomalaisessa aluerakennepolitiikassa on ollut pitkällä aikavälillä kaupunkien ja maaseudun välillä ristiriitoja ja hegemonista valtataistelua. Esityksessä kuvataan kaupunkien ja maaseudun välistä vuorovaikutusta kaupunkien näkökulmasta 2010-luvun toimintaympäristössä. Esityksessä korostetaan toiminnallisia alueita ja kaupunkiseutuja vastakohtaisuuksien purkajana ja yhteisenä nimittäjänä tulevassa alue- ja yhdyskuntarakennekehityksessä.
Information Governance (IG) is truly a strategic initiative of any organization. As such, the connection to organizational strategy must be made concretely. The starting point for any IG initiative must be the organization’s corporate mandate, policies and strategic directives, mission and goals. The resulting tactical elements must be aligned with the organizational plans, objectives, and the operational targets of management.
Acquity Group is a business process and technology consulting firm. We are and end to end provider of strategy, process and technology solutions. This deck highlights our key competencies around IT Strategy, IT Governance & IT Operations
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
As a Corporate Strategy Leader, you are under immense pressure to drive organizational success, align strategic initiatives, and ensure the effective allocation of resources to drive business outomes. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, provides a comprehensive solution for managers looking to overcome these challenges with greater efficiency, insight, and impact. This webinar will explore how OnePlan’s SPM platform can transform strategic planning and execution within your organization. Learn How To:
Align Strategy and Execution: Discover how OnePlan ensures that every initiative aligns with your organization’s strategic objectives, optimizing outcomes and driving success.
Make Data-Driven Decisions: Learn how AI-powered analytics and predictive insights can empower managers to make informed decisions, anticipate future trends, and adapt strategies in real time.
Optimize Resources: Explore strategies for maximizing the use of available resources, reducing waste, and increasing ROI through intelligent planning and allocation features.
Collaborate with Transparency: Understand the importance of fostering a collaborative environment within the Corporate Strategy Office and across departments, facilitated by OnePlan’s centralized platform.
Manage Risk with Agility: See how OnePlan’s AI capabilities can help your team identify potential risks early, propose mitigation strategies, and maintain agility in the face of changing market conditions.
This webinar is designed for strategy executives, portfolio managers, and professionals involved in corporate planning and execution, who are looking to leverage advanced technologies to elevate their strategic processes and outcomes. Join us to uncover the transformative potential of OnePlan’s Strategic Portfolio Management Platform and AI for your Corporate Strategy Office.
Successful Digital Transformation starts with a well defined StrategyGlen Alleman
Leading successful Digital Transformation projects cannot be successful without a Strategy for their success.
This briefing shows how to develop and apply a Strategy for Program Success through clear and concise descriptions of the strategic outcomes, Measures of Effectiveness and Performances, and identification of Value needed to meet business goals in a timely manner for the needed budget.
How Do Our Most Successful Customers Do It? The Must-Have Ingredients for Val...SAP Ariba
In this session, which follows on from Part One, we explore five of the key elements from the 12 Steps to Success. We present lessons learned from our experience and present elements and options for a successful implementation and for post-implementation operations. The presentation features key people from the SAP Ariba team, who discuss how our clients have benefited from the areas identified.
Embracing Change - The Impact of Generative AI on Strategic Portfolio ManagementOnePlan Solutions
The rapid emergence of Generative AI (GenAI) presents a transformative challenge and opportunity for strategic portfolio leaders. This webinar delves into how GenAI is reshaping the landscape of strategic planning and execution. As GenAI technology infiltrates the workplace, it introduces substantial knowledge and skills gaps that can hinder the efficiency of strategic portfolio management (SPM) if not promptly addressed.
Information Governance (IG) is truly a strategic initiative of any organization. However, many organizations either fail to recognize the value of a sound IG strategy, or fail to make the connection to organizational strategy. This session will review the top ten reasons why IG strategy implementation efforts can fail, and then discuss how do we start to change the paradigm toward a Winning Strategy.
Arma canada conference 2017 Evolutionary Perspectives on IG and RIM Philoso...Keith Atteck C.Tech. ERMm
Information Governance (IG) may be the new buzz word and RIM Professionals feel it is stealing their thunder, but there is a new dynamic and disruptive world out there. This rapid-fire session is designed to give you a fresh perspective on this new world to help you reframe your perspective and guide you toward evolving your philosophy on information management.
Information Governance failures are inevitable! Focusing on these 3 keys to sustainability will provide the guidance necessary for policy formation, program development, technical support, administration, and end-user training. Simplicity is the key to the messaging and these three messages will inform and guide everyone in the organization; from senior management to general administration. The just build it and launch it mentality is a sure-fire way to Information Governance failure.
2011 Canadian Institute - Records Retention - The Indispensable Nitty Gritty ...Keith Atteck C.Tech. ERMm
This presentation covers the essential components that should be included in your operational program documents: Developing business rules to guide - All employees - who are creating and capturing documents, “Records Managers” involved in the records management process, the integration of the records management system into other programs, and the IT Department - who deploy and support the tools.
2011 IM Symposium - eDiscovery - Turning Risks into Rewards Developing a Comp...Keith Atteck C.Tech. ERMm
The thesis if this presentation is that good information management is the key to effective eDiscovery and early case assessment, and that poor information management leads to ineffective and costly discovery efforts. The presentation covers; implementing a comprehensive RIM Framework and why it is the best defense in Discovery, Mitigating risk while maintaining record-keeping compliance, Applying Canadian General Standards Board standards to keep records with integrity.
2010 IQPC - Turning Risks into Rewards Developing a Comprehensive Records and...Keith Atteck C.Tech. ERMm
The thesis if this presentation is that good information management is the key to effective eDiscovery and early case assessment, and that poor information management leads to ineffective and costly discovery efforts. The presentation covers; implementing a comprehensive RIM Framework and why it is the best defense in Discovery, Mitigating risk while maintaining record-keeping compliance, Applying Canadian General Standards Board standards to keep records with integrity.
2009 ARMA Toronto Symposium - Document Control on Capital Projects - Paper to...Keith Atteck C.Tech. ERMm
This case study describes the decade long experience of implementing document control on major capital projects at Inco and Vale in the mining industry. Topics include information management business issues facing the company, the RIM Program implementation, our document control practice, document management system utilization, Adobe Acrobat usage, DM Workflow, The change of mindset, and the journey complete with lessons learned.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
CV Ensio Suopanki1.pdf ENGLISH Russian Finnish German
M43 how to build a winning ig, ecm or rim strategy - keith atteck
1. Presented by Keith Atteck
ARMA Canada Conference 2016: Halifax, June 12 - Session M43
Strategy is what
connects the present
to the future!
2. Keith Atteck, Principal Consultant
Atteck Consulting
Burlington, Ontario, Canada
Keith Atteck is an experienced and results-driven Information Governance
(IG), and project management professional facilitator, mentor, and coach,
who provides IG, ECM and KM expertise to support organizational initiatives
and projects. He helps companies achieve their goals and deliver value by
deploying efficient and effective information governance and management
strategies. His business and stakeholder analysis is guided by outcome
expectations that in turn drive tactics to support implementation plans,
policies and programs.
Keith has more than 20+ years in capital projects and 10+ years as a PMO
lead, developing and facilitating program and change management
initiatives. His experience includes incorporating instructional design into
human capital development programs, delivering interactive and dynamic
training to management, program leads, and key stakeholders.
3. How can you articulate a clear strategy for your
IG, ECM, or RIM project or program?
Have you struggled to pull together a convincing
and demonstrative strategy that can convince
senior management that your initiative, project or
program is important and achievable?
How do you connect to the executives’ core
needs, and what keeps her or him up at night?
How can you demonstrate your ideas in a way
that is graphically clear, and with a well-
developed strategy?
4. “The IG strategic plan must support the
achievement of the organization’s business
objectives, and therefore must be melded into
the organization’s overall strategic plan…...
goals, and business objectives”
Source: Information Governance: Concepts, Strategies, and Best Practices, 2014
Robert, F Smallwood
5. Objectives
Mandate
Mission Goals
Organization
Objectives Objectives Objectives Objectives Objectives
Policies &
Strategic
Directives
Operational
Plans &
Targets
Where do we start?
How can you connect to specific stakeholder
demands and demonstrate real value in
supporting your organizations objectives.
6. IG effort is truly a Change Management
effort, in that it aims to change the
structure, guidelines, and rules within
which employees operate.
The change must occur at the very core
of the organization’s culture.
Source: Information Governance: Concepts, Strategies, and Best Practices
Robert, F Smallwood
7. What needs to change?
Is change needed or
desired?
What is driving the
need for change and
biggest pain?
Who benefits from
change?
You must know your
stakeholders needs.
You must be
connected to the
business.
Link to other change
initiatives.
What is your vision?
What is the scope of the change?
8. What are the desired Outcomes?
Are there company
initiatives or projects that
needs IG?
Has there been an
information failure where
IG could have made a
difference?
Have senior management
articulated desired future
outcomes where IG can
play a role?
Tie your ideas to well
articulated desired
outcomes by senior
management.
Make the connection to
the benefits of good IG,
and The Principles.
Integrate your Outcomes
to other initiatives or
projects to ease their
acceptance.
You need to be Outcomes focused!
9. What Inputs can IG, ECM, or RIM
contribute?
If we improve X, will
it contribute to the
desired Outcomes?
You all know the principles and practices.
This is where your stakeholder teams knowledge
and expertise comes in for describing the various
elements of your desired future.
10. Understanding Strategy
Strategy: A strategy is a high level
directed plan of action
designed to achieve a
specific goal.
Strategy drives the
required tactics
needed to win or
succeed.
Tactic: A tactic is a conceptual
action or plan implemented
as one or more specific
tasks.
Tactics are
selected or
designed to
support a strategy.
11. Focusonthetopthree
Objectives
Connecting the Strategy
Levels of Objectives
Goal
The higher big picture strategic or program
Objective to which your IG, ECM or RIM
initiative/project/program contributes.
Purpose
The impact or behaviour change you anticipate
by undertaking the initiative/project; the
expected result of producing outcomes.
Outcomes
The specific results that your initiative/project
and team must deliver by managing Inputs.
Definition
Inputs
The activities and tasks your team must
undertake and the resources necessary to
produce outcomes.
Source: Strategic Project Management Made Simple – Practical Tools for Leaders and Teams, Terry Schmidt, 2009
12. Business Strategy Examples
Cost reduction example Production example
Increased profits
Reduce fixed costs
Streamline production
Eliminate waste
Increased market share
Diversification
Add new product line
Build new facility
Goal
Purpose
Outcomes
Inputs
13. IG Supporting Strategy Examples
Cost reduction example Production example
Increased profits
Minimize management cost
Reduce volume of records
Eliminate waste
Increased market share
Simplification of process
Process Automation
Build new facility
Goal
Purpose
Outcomes
Inputs
14. What conditions must exist, out of your control,
for each objective to be achieved!
15. Environmental FitStrategic Hypothesis
Tactical
Perspective
Strategic
Perspective
Connecting Assumptions to the Strategy
Goal
Purpose
Outcomes
Inputs
Objectives Assumptions
Then
Then
Then
The Implementation Hypothesis:
If we complete Inputs and have valid Assumptions, Then we can achieve Outcomes
If we deliver Outcomes and valid Assumptions, Then we can achieve Purpose
If we achieve Purpose and have valid Assumptions, Then we can reach our Goal
Source: Strategic Project Management Made Simple – Practical Tools for Leaders and Teams, Terry Schmidt, 2009
If
If
If
and
and
and
16. Describe all Assumptions as
True or Positive Statements
Assumptions Example Assumptions example
Executive support
Impact is sustainable
User support Outcomes
Projects can be initiated
Sponsor identified
Change is supported
IT can support software
We have the right tools
Goal
Purpose
Outcomes
Inputs
17. Turn our Assumptions+ into Risks-
When the (positive) Assumptions are not realized they turn into potential
(negative) risks to your strategy. One needs to determine the level of business
risk attached to your project or initiative, and your organizations ability to
effectively implement your initiative, project or program.
Risk Category Assumption Types Risk Examples
Governance
Legal & Regulatory
Operational
Compliance
• Sponsorship
• Organizational structure
• Accountability framework
• Management disengagement
• Policy misalignment
• Employee turnover
• Evidentiary Integrity
• Internal Controls
• Legal Hold process
• Investigation
• Litigation
• Claims
• People
• Process
• Technology
• User resistance to change
• Process degradation
• Hardware/Software failure
• Regulatory landscape
• Program maintenance
• Organizational maturity
• Outdated citations
• Budget cutbacks
• Downsizing of operations
18. Metrics are the best way to measure success!
If you can’t measure it,
you can’t control or manage it!
19. Success must be measured
Do you know what to measure?
Can the delta substantiate the need for
change and be embedded in the
organizational culture, sustainably? Success
Threshold
History
Baseline
20. Goal Achievement Success Matrix
Objectives Success Measures Verification
Goal
(What?)
Purpose
(Why?)
Outcomes
(What?)
Inputs
(How?)
How close are we to
achieving our desired
success Goal?
What practices or tools can
be used to verify the Goal
achievement?
How much has the impact
or behavior changed in the
business?
What practices or tools can
be used to verify the
Purpose achievement?
Which Outcomes have
contributed the most to
achieving our goals?
What practices or tools can
be used to verify the
impact of Outcomes?
How do we measure the
progress of each defined
task?
Do we know the impact of
performing specific tasks?
21. Measuring Success with Key
Performance Indicators (KPIs)
A Key Performance Indicator (KPI) is a business metric used to evaluate factors
that are crucial to the success of an organization or an initiative/project.
Connect these to “The Principles” to assist with maturity assessments.
Principles KPI Measure examples
Accountability
Integrity
Protection
Compliance
Availability
Retention
Disposition
Transparency
Completeness of roles, distribution and participation
Completeness of process, procedures and systems
Systematized security model and access controls
Conduct reviews, audits and surveys to gather information
Completeness of records and extensibility of search
Up-to-date Schedules, reviewed regularly and approved
Numbers of certificates, holds, and shredding volumes
Policy availability to employees, and training records
22. What Internal Controls are needed to
Manage and Verify Success
Align your programs framework with COSO to take advantage of the corporate governance objectives
relating to operations, reporting, and compliance, and to align with your Internal Audit view of “Internal
Controls”.
Control Category Source Examples
Control Environment
Risk Assessment
Control Activities
Information &
Communication
Monitoring Activities
• Corporate Objectives
• Authorities & Standards
• Policy Framework
• Program Objectives Alignment
• Accountability/Delegation
• Role definitions and assignment
• Risk Register
• Defined Thresholds
• Mitigation Strategies
• Committees & regular meetings
• Reviews & assessments
• Management plans
• Preventative
• Detective
• Manual or Automated
• Segregation of duties
• Authorizations & approvals
• Training & incentives program
• Reporting Dashboards
• Systems Data Collection
• Employee Surveys
• Regular reporting
• Trending analysis
• Deficiency and Action Register
• Internal Auditing
• Performance Reviews
• Maturity Assessments
• Due Diligence Reviews
• Check Lists & Audit Reports
• Continuous Improvement Plans
23. From the “Art of War”
Sun Tzu emphasized the importance of positioning in
military strategy. The decision to position an army to win
must be based on both objective conditions in the
physical environment and the subjective beliefs of other,
competitive factors in that environment.
24. Strategic Framework
Objectives Success Measures Verification Assumptions +
Goal
Then
and
Purpose
If
Then
and
Outcomes
If
Then
and
Inputs
If
Strategy Internal Controls Risks -KPIs
TacticalPerspectiveStrategicPerspective
25. TacticalPerspectiveStrategicPerspective
Objectives Success Measures Verification Assumptions
Goal
Growth Strategy
• 6 weeks to deploy
IG, ECM or RIM to
new operation or
division
• Roles Assigned
• Deployment Report
• Training Records
• Limited or no impact
to taxonomy and
retention schedule
• Stable senior
management team
Purpose
Improve Compliance
• Within 6 weeks of
implementation 80%
user adoption
• Audit Report
• Survey
• Helpdesk Tickets
• User Access Logs
• Staff availability for
assessment
• Minimal or no
program changes
Outcomes
Reduce Cost
• Fixed Costs (-$)
• Variable Costs (-$)
• On Budget (+/-$)
• Simplified Process
• Trend Tracking
• Monthly Reports
• Sustained
Resources
• Asset Management
• Stable Budget
Inputs
Key Tasks for PMP
• Policy formation
• IT project gates
• RFP issue
• ECM selection
• Policy approved
• PMO Gates passed
• Functionality Def.
• Configuration Rules
• Helpdesk Reports
• Engaged Sponsor
• Ownership model
• Stakeholder
engagement
• IT engagement
Simple Strategic Framework Example
26. Strategic Framework supports…
Stakeholder Engagement Strategy
Major Outcomes and Key Deliverables
Risk Management Strategy
Key Success Factors and KPI Strategy
The Business Case
The Project Charter and Execution Plan
Internal Controls Strategy
The Operational Readiness Plan
Management of Change Strategy
Communications Strategy
27. Who can benefit from this?
You have a initiative or project and need a winning strategy.
Need to bring stakeholders together to build a common strategy.
You are in a new job or role as a Records Manager and need a strategy.
The business environment has changed & your old strategy simply does not work.
Your program or project is failing due to the lack of a strategy and needs rescuing.
You need to refresh your existing paper-based records management program.
You need an imaging program, an ECM system, SharePoint, a digital archiving
system, an e-mail archiving solution, and do not know where to start.
IT has an initiative and needs IG and RIM to give the system the structure and
business rules it needs to build for a sustainable and viable implementation.
28. T14 Rapid Fire Session: Keith Atteck
Sustainability - 3 Keys to Avoiding IG Failures
Information Governance failures are inevitable! Focusing on these
3 keys to sustainability will provide the guidance necessary for
policy formation, program development, technical support,
administration, and end-user training.
Simplicity is the key to the messaging and these three messages
will inform and guide everyone in the organization; from senior
management to general administration.
The just build it and launch it mentality is a sure-fire way to
Information Governance failure.