Rick Wilson - Information Governance For IT Professionals
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Even though information governance is a set of standards and practices, your IG Program will be unique to your business. Following implementation socialize the benefits of your information governance project to demonstrate the program’s success.
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Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
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Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
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Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
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IT Strategic Planning
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Fail to align IT to real business needs.
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Fail to deliver value to the business.
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Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
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IT Strategies Support the Business Strategy
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IT Deployment Strategies
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Sourcing
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Offshoring: work sourced to other countries.
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Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
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Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
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Approves the allocation of resources for and within the information systems organization including outsourcing policy.
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Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
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Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
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Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
Three general types of Business Value Drivers:
Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategic Planning
A systematic process for determining what a business should become and how it can best achieve that goal.
Reactive Approaches Fail
Fail to align IT to real business needs.
and, as a result
Fail to deliver value to the business.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategies Support the Business Strategy
Four IT Strategic Plan Objectives:
Improve management’s understanding of IT opportunities and limitations
Assess current performance
Identify capacity and human resource requirements
Clarify the level of investment required
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Deployment Strategies
In-house development
Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors.
Sourcing
Onshore: sourced to consulting companies or vendors that are within the same country.
Offshoring: work sourced to other countries.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Chapter 12
Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
Links corporate strategy with the IT strategy,
Allocate scarce resources
Approves the allocation of resources for and within the information systems organization including outsourcing policy.
Make staffing decisions
Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions.
Communicate and provide feedback
Information regarding IT activities should flow freely.
Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
Long-rang.
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
Three general types of Business Value Drivers:
Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategic Planning
A systematic process for determining what a business should become and how it can best achieve that goal.
Reactive Approaches Fail
Fail to align IT to real business needs.
and, as a result
Fail to deliver value to the business.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategies Support the Business Strategy
Four IT Strategic Plan Objectives:
Improve management’s understanding of IT opportunities and limitations
Assess current performance
Identify capacity and human resource requirements
Clarify the level of investment required
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Deployment Strategies
In-house development
Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors.
Sourcing
Onshore: sourced to consulting companies or vendors that are within the same country.
Offshoring: work sourced to other countries.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Chapter 12
Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
Links corporate strategy with the IT strategy,
Allocate scarce resources
Approves the allocation of resources for and within the information systems organization including outsourcing policy.
Make staffing decisions
Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions.
Communicate and provide feedback
Information regarding IT activities should flow freely.
Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
Long-rang ...
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· Recommend strategies to lead organizational change· Justify pl.docx
· Recommend strategies to lead organizational change
· Justify plans for implementing and managing organizational change in organizational/workplace settings
· Create plans for communicating proposed changes to stakeholders
· Recommend risk mitigation plans when managing organizational changes
Create a narrated PowerPoint presentation of 5 or 6 slides with video that presents a comprehensive plan to implement the change you propose.
Your presentation should be 5–6 minutes in length and should include a video with you as presenter.
Your Change Implementation and Management Plan should include the following:
1. An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted, if relevant.)
2. A description of the change being proposed
3. Justifications for the change, including why addressing it will have a positive impact on your organization/workplace
4. Details about the type and scope of the proposed change
5. Identification of the stakeholders impacted by the change
6. Identification of a change management team (by title/role)
7. A plan for communicating the change you propose
8. A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose
Required Resources
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.
· Chapter 8, “Practice Model Design, Implementation, and Evaluation” (pp. 195–246)
Cullen, L., & Adams, S. L. (2012). Planning for implementation of evidence-based practice. Journal of Nursing Administration, 42(4), 222–230. Retrieved from https://medcom.uiowa.edu/annsblog/wp-content/uploads/2012/10/JONA-FINAL-Cullen-2012.pdf
Kotter, J. (2007, January). Leading change: Why transformation efforts fail. Best of HBR. Harvard Business Review, 1–10. Retrieved from https://wdhb.org.nz/contented/clientfiles/whanganui-district-health-board/files/rttc_leading-change-by-j-kotter-harvard-business-review.pdf (Original work published 1995)
Tistad, M., Palmcrantz, S., Wallin, L., Ehrenberg, A., Olsson, C. B., Tomson, G., …Eldh, A. C. (2016). Developing leadership in managers to facilitate the implementation of national guideline recommendations: A process evaluation of feasibility and usefulness. International Journal of Health Policy and Management, 5(8), 477–486. doi:10.15171/ijhpm.2016.35. Retrieved from http://www.ijhpm.com/article_3183_5015382bcf9183a74ef7e79b0a941f65.pdf
ITS 833 – INFORMATION GOVERNANCE
Chapter 3 – Information Governance Principles
Dr. Omar Mohamed
Copyright Omar Mohamed 2019
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CHAPTER GOALS AND OBJECTIVES
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What are the Generally Accepted Recordkeeping Principles®
What is the difference between disposition and destruction
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Key Takeaways:
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- Compare and contrast cloud support for creation-date versus event-based retention
- Discuss legal hold capabilities
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- Learn about the 7 “reasonable steps”.
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Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
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IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
Three general types of Business Value Drivers:
Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
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Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategic Planning
A systematic process for determining what a business should become and how it can best achieve that goal.
Reactive Approaches Fail
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and, as a result
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Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategies Support the Business Strategy
Four IT Strategic Plan Objectives:
Improve management’s understanding of IT opportunities and limitations
Assess current performance
Identify capacity and human resource requirements
Clarify the level of investment required
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Deployment Strategies
In-house development
Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors.
Sourcing
Onshore: sourced to consulting companies or vendors that are within the same country.
Offshoring: work sourced to other countries.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Chapter 12
Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
Links corporate strategy with the IT strategy,
Allocate scarce resources
Approves the allocation of resources for and within the information systems organization including outsourcing policy.
Make staffing decisions
Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions.
Communicate and provide feedback
Information regarding IT activities should flow freely.
Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
Long-rang ...
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
Three general types of Business Value Drivers:
Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategic Planning
A systematic process for determining what a business should become and how it can best achieve that goal.
Reactive Approaches Fail
Fail to align IT to real business needs.
and, as a result
Fail to deliver value to the business.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategies Support the Business Strategy
Four IT Strategic Plan Objectives:
Improve management’s understanding of IT opportunities and limitations
Assess current performance
Identify capacity and human resource requirements
Clarify the level of investment required
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Deployment Strategies
In-house development
Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors.
Sourcing
Onshore: sourced to consulting companies or vendors that are within the same country.
Offshoring: work sourced to other countries.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Chapter 12
Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
Links corporate strategy with the IT strategy,
Allocate scarce resources
Approves the allocation of resources for and within the information systems organization including outsourcing policy.
Make staffing decisions
Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions.
Communicate and provide feedback
Information regarding IT activities should flow freely.
Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
Long-rang.
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12
IT Strategy and Balanced Scorecard
Prepared by Dr. Derek Sedlack, South University
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
Learning Objectives
Aligning IT with Business Strategy
Balanced Scorecard
IT Sourcing and Cloud Strategy
IT Strategy and Strategic Planning Process
IT Strategy and Strategic Planning Process
Value Drivers
Enhance the value of a product or service to consumers, creating value for the company (such as advanced IT, reliability, and brand reputation).
Three general types of Business Value Drivers:
Operational Shorter-term factors
Financial Medium-term factors
Sustainability Long-term factors
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategic Planning
A systematic process for determining what a business should become and how it can best achieve that goal.
Reactive Approaches Fail
Fail to align IT to real business needs.
and, as a result
Fail to deliver value to the business.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Strategies Support the Business Strategy
Four IT Strategic Plan Objectives:
Improve management’s understanding of IT opportunities and limitations
Assess current performance
Identify capacity and human resource requirements
Clarify the level of investment required
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Deployment Strategies
In-house development
Systems are developed or other IT work is done in-house, possibly with the help of consulting companies or vendors.
Sourcing
Onshore: sourced to consulting companies or vendors that are within the same country.
Offshoring: work sourced to other countries.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Chapter 12
Figure 12.2 IT strategic planning process.
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
IT Steering Committee
Set the direction
Links corporate strategy with the IT strategy,
Allocate scarce resources
Approves the allocation of resources for and within the information systems organization including outsourcing policy.
Make staffing decisions
Key IT personnel decisions involve a consultation and approval process made by the committee, including outsourcing decisions.
Communicate and provide feedback
Information regarding IT activities should flow freely.
Set and evaluate performance metrics
Establish performance measures for the IT department and see they are met.
Chapter 12
Copyright © 2015 John Wiley & Sons, Inc. All rights reserved.
IT Strategy and Strategic Planning Process
Governance
Formally established statements that direct the policies regarding IT alignment with organizational goals and allocation of resources.
Long-rang ...
PMO 2.0 - Building PMO Capabilities
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
· Recommend strategies to lead organizational change· Justify pl.docx
· Recommend strategies to lead organizational change
· Justify plans for implementing and managing organizational change in organizational/workplace settings
· Create plans for communicating proposed changes to stakeholders
· Recommend risk mitigation plans when managing organizational changes
Create a narrated PowerPoint presentation of 5 or 6 slides with video that presents a comprehensive plan to implement the change you propose.
Your presentation should be 5–6 minutes in length and should include a video with you as presenter.
Your Change Implementation and Management Plan should include the following:
1. An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted, if relevant.)
2. A description of the change being proposed
3. Justifications for the change, including why addressing it will have a positive impact on your organization/workplace
4. Details about the type and scope of the proposed change
5. Identification of the stakeholders impacted by the change
6. Identification of a change management team (by title/role)
7. A plan for communicating the change you propose
8. A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose
Required Resources
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.
· Chapter 8, “Practice Model Design, Implementation, and Evaluation” (pp. 195–246)
Cullen, L., & Adams, S. L. (2012). Planning for implementation of evidence-based practice. Journal of Nursing Administration, 42(4), 222–230. Retrieved from https://medcom.uiowa.edu/annsblog/wp-content/uploads/2012/10/JONA-FINAL-Cullen-2012.pdf
Kotter, J. (2007, January). Leading change: Why transformation efforts fail. Best of HBR. Harvard Business Review, 1–10. Retrieved from https://wdhb.org.nz/contented/clientfiles/whanganui-district-health-board/files/rttc_leading-change-by-j-kotter-harvard-business-review.pdf (Original work published 1995)
Tistad, M., Palmcrantz, S., Wallin, L., Ehrenberg, A., Olsson, C. B., Tomson, G., …Eldh, A. C. (2016). Developing leadership in managers to facilitate the implementation of national guideline recommendations: A process evaluation of feasibility and usefulness. International Journal of Health Policy and Management, 5(8), 477–486. doi:10.15171/ijhpm.2016.35. Retrieved from http://www.ijhpm.com/article_3183_5015382bcf9183a74ef7e79b0a941f65.pdf
ITS 833 – INFORMATION GOVERNANCE
Chapter 3 – Information Governance Principles
Dr. Omar Mohamed
Copyright Omar Mohamed 2019
1
CHAPTER GOALS AND OBJECTIVES
Know the 10 key principles of IG
What are the Generally Accepted Recordkeeping Principles®
What is the difference between disposition and destruction
Who should be involved in the information governance development pro ...
project management process groups
The document describes the five project management process groups - initiating, planning, executing, monitoring and controlling, and closing. It provides details on each process group, including typical activities, inputs, outputs, and how they relate to the nine knowledge areas. It also discusses how organizations develop their own IT project management methodologies. Finally, it presents a case study of a company applying the process groups to an IT project and illustrates key documents used.
Similar to Rick Wilson - Information Governance For IT Professionals (20)
Project Governance - Past, Present and Future the Key to Success slides.pdf
Project Governance - Past, Present and Future the Key to Success slides.pdf
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
Chapter 12IT Strategy and Balanced ScorecardPrepared b.docx
· Recommend strategies to lead organizational change· Justify pl.docx
· Recommend strategies to lead organizational change· Justify pl.docx
More from ARMA International
Information Governance in the Cloud: Compare and Contrast (2020 update)
Build your cloud knowledge. With CIO surveys showing over 90% of businesses use the public cloud, now is the time to improve your cloud readiness! Engage in lively discussion with the experts who worked directly with Amazon, Box, Google, IBM, Microsoft and other major cloud providers on the IG elements of their cloud solutions. Explore the Cloud’s information governance (IG) features for retention, legal holds, disposition information protection and more! Expanding your knowledge will assure your place at the table as a valued resource, as your organization leverages the cloud.
Key Takeaways:
- Examine key information governance capabilities of cloud solutions
- Compare and contrast cloud support for creation-date versus event-based retention
- Discuss legal hold capabilities
- Consider automated disposition features
Speakers
- Carol Stainbrook - Cohasset Associates
- Michael Haley - Cohasset Associates
“7 "Reasonable Steps" for Legal Holds of ESI and Other Documents
A session based on the wildly popular book published by ARMA International, you’ll learn about the 7 “reasonable steps” and get an update on where things have changed since the original publication.
Key Takeaways:
- Learn about the 7 “reasonable steps”.
- Understand how expectations have changed over time.
- Gain actionable knowledge that you can apply to your handling of ESI.
Speakers
- John Isaza - Rimon, P.C
- John Jablonski - Gerber Ciano Kelly Brady LLP
ARMA's Information Governance Implementation Model (IGIM): The Way Forward Fo...
Learn about ARMA’s new model for Information Governance, the ARMA Information Governance Implementation Model (IGIM). In this session you’ll get an overview of this new methodology for helping your organization move forward in your Information Governance endeavors. You’ll also learn how this model can also be utilized for maturity assessment and how ARMA is connecting the IGIM to future resources.
Key Takeaways:
- Receive an overview of the Information Governance Implementation Model
- Understand how the IGIM can be utilized in your organization
- Learn how ARMA is utilizing the IGIM for future resources development
Speakers:
- Nick Inglis, IGP, INFO, CIP, Executive Director of Content & Programming - ARMA International
- Ann K. Snyder, Manager of Content Development - ARMA International.
Jocelyn Gunter - Bringing The Information Disciplines Together
This document discusses bringing different information disciplines together such as who can and should access information, what data can and should be collected, and how information can and should be leveraged. It raises questions around balancing access with appropriate use of personal data.
Nick Inglis - A Complete Circle (Open Source Knowledge, The Hubble Telescope,...
The initial work of the Information Coalition is now complete with the release of the Information Body of Knowledge (InfoBOK) and the creation of our open designation, the INFO. Our profession has been changed by the Information Governance Conference. What comes next for an Information Professional? Looking at our downstream processes for information and finding new ways to influence improvement.
Morgan Templar - Connecting IT Strategy To Business Operations For Seamless C...
Everyone is talking about moving to the Cloud, using Machine Learning, Big Data, and AI. Why do so many of these efforts fail? Imagine trying to build your stairway to heaven without a solid foundation poured first. Information Governance is a critical foundation before undertaking these exciting new efforts of the digital age.
Ty Molchany - Information Remediation After Mergers & Acquisitions: An Auto-C...
A large global Pharmaceutical company expanded its product portfolio through mergers and acquisitions. However, this resulted in the company acquiring huge amounts of regulatory data and information that did not have proper classification, metadata, or retention periods. This Case Study is a real world example of the approach taken by the organization to streamline how it identified, analyzed, classified, remediated, and properly disposed of information.
Brent Gatewood - Technologies Attack
Where is your information? Really - where is your information. We understand the pearls and challenges of managing our content within our own systems - built what about the information on the edge of our systems? IoT has showed us that this may be the most fragile component of our eco-system. And FOG computing shows us that we may not even know about some of our own systems. We will review these technologies and the challenges they bring.
Tod Chernikoff - Conducting large scale records inventory (handout)
A handout resource on conducting a large scale records inventory from Tod Chernikoff. Related to Presentation: https://www.slideshare.net/InfoGovCon/tod-chernikoff-conducting-a-large-scale-records-inventory
Kathryn Rattigan - Cybersecurity & The Commercial Done Industry
Drones are increasingly being used for commercial purposes but this brings cybersecurity risks as drones can be vulnerable to cyber attacks. The document discusses regulatory compliance requirements for commercial drone use including FAA's Part 107 rules. It also outlines potential drone uses and privacy/data concerns when collecting information. The document provides tips for mitigating cyber risks to drones such as keeping software updated, encrypting communications, and implementing network security practices.
Steve Weissman - Maximizing The Value Of Your Information Investments
Maximizing The Value Of Your Information Investments
What Business Problem Are You Trying To Solve??
Randy Moeller - Mitigating Application Risk Upfront (Without Increased Hair L...
Companies run on a lot of applications that contain every imaginable type of information. All of them are developed with the intent of helping their company win in their marketplace. However, there are many issues related to privacy, security, regulations, etc., and a project manager doesn't have time to dissect them all. In the zeal to win, the applications are launched and consequences follow. Besides the data disasters in the news, companies spend extra funds to make their applications compliant. To help our various brands win in the market, we developed a compliance review team and application that works with the project manager in developing their application with the proper controls to avoid the numerous pitfalls that exist today.
Jim Koziol - The Sport of Information Governance
Rivalries and scouting the competition.
Building a winning team.
Financial considerations.
Going to the game vs watching at home.
Tips for getting selected to the All-Star team.
Gene Stakhov - Taxonology
This session will delve into the step-by-step information gathering process and technical analysis that goes in to crafting an enterprise data model. Taxonology is where taxonomy modeling theory meets technology - and the sparks fly!
Steve Weissman, Patrick O'Guinn, Kevin Parker, Donda Young - Planning For Inf...
Every piece of information your organization generates is (or should be!) used to substantiate something important going on – institutional knowledge, business best practices, policy compliance, etc. So controlling it well is critical to ensuring the viability and integrity of the data for all your organizational purposes. Come join the conversation!
Dr. Stephanie Carter - Training Humans To Be Machines
The cybersecurity industry has a very keen focus on improving security practices, processes, and procedures through effective security awareness & training; however, organizations do not meet critical success factors with security & awareness training due to training human capital to act as machines.
Michael Fillion - Data Governance In The Digitally Transformed Enterprise
The key components of trusted data are: Auditability - the ability to easily query and historically report on data used by APIs exactly when the data was provisioned, down to the microsecond, Traceability - the ability to easily link conformed data used by APIs to its raw form with any other relevant information about the source application, Provenance - the ability to know details about where your data come from, who sent it, when it was sent, and the overall status of the data.
Kevin Parker - The Leadership Journey
The document discusses various leadership theories and models that can help one develop leadership skills and get "from here to there" as a leader. It covers Maslow's hierarchy of needs, the differences between management and leadership, the Blake and Mouton managerial grid, Hersey-Blanchard situational leadership, participatory leadership, and how personality types and culture can influence leadership styles. The document emphasizes the importance of overcoming incompetence, continuous self-improvement, promoting diversity, ethical behavior, and earning trust to become an effective leader.
Ali Daneshmand - How Does Institutional Culture Influence Information Governance
Researcher and Professor, Ali Daneshmandnia, shares his research on organizational culture and its' effects on Information Governance. How can one shift to a culture that is more likely to accept and accelerate Information Governance efforts? Learn in this unique session with critical research for the profession.
Nick Inglis - Welcome To #InfoGov17 & Providence, RI
The Information Coalition Team's welcome to #InfoGov17 and an introduction of first keynote speaker, Dr. Ravi Pendse.
More from ARMA International (20)
Information Governance in the Cloud: Compare and Contrast (2020 update)
Information Governance in the Cloud: Compare and Contrast (2020 update)
“7 "Reasonable Steps" for Legal Holds of ESI and Other Documents
“7 "Reasonable Steps" for Legal Holds of ESI and Other Documents
ARMA's Information Governance Implementation Model (IGIM): The Way Forward Fo...
ARMA's Information Governance Implementation Model (IGIM): The Way Forward Fo...
Jocelyn Gunter - Bringing The Information Disciplines Together
Jocelyn Gunter - Bringing The Information Disciplines Together
Nick Inglis - A Complete Circle (Open Source Knowledge, The Hubble Telescope,...
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Morgan Templar - Connecting IT Strategy To Business Operations For Seamless C...
Morgan Templar - Connecting IT Strategy To Business Operations For Seamless C...
Ty Molchany - Information Remediation After Mergers & Acquisitions: An Auto-C...
Ty Molchany - Information Remediation After Mergers & Acquisitions: An Auto-C...
Tod Chernikoff - Conducting large scale records inventory (handout)
Tod Chernikoff - Conducting large scale records inventory (handout)
Kathryn Rattigan - Cybersecurity & The Commercial Done Industry
Kathryn Rattigan - Cybersecurity & The Commercial Done Industry
Steve Weissman - Maximizing The Value Of Your Information Investments
Steve Weissman - Maximizing The Value Of Your Information Investments
Randy Moeller - Mitigating Application Risk Upfront (Without Increased Hair L...
Randy Moeller - Mitigating Application Risk Upfront (Without Increased Hair L...
Steve Weissman, Patrick O'Guinn, Kevin Parker, Donda Young - Planning For Inf...
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Dr. Stephanie Carter - Training Humans To Be Machines
Dr. Stephanie Carter - Training Humans To Be Machines
Michael Fillion - Data Governance In The Digitally Transformed Enterprise
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Ali Daneshmand - How Does Institutional Culture Influence Information Governance
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Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Video Streaming: Then, Now, and in the Future
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
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Rick Wilson - Information Governance For IT Professionals
- 1. Rick Wilson Sherpa Software Information Governance for IT Professionals
- 4. Big Hardware Big Software Big Networking Big Data 1980’s 1990’s 2000’s 2010’s
- 5. The Importance of Information Governance Point 1. Information is a vital asset. Point 2. Information must be managed and governed. Point 3. Standard practices and policies are required for success. Point 4. Critical assets must be available to use. Ultimately, information is a corporate asset. Treat it like one!
- 6. How can IT support information governance?
- 7. Tip 1: Map out your program Information Governance impacts all areas of the organization A standard framework will help align expectations from planning through Understand & Assess Identify Stakeholders & Project Sponsors Understand Business Objectives Understand User Needs Inventory Information & Systems Identify IG Committee Participants Plan & Document Conduct Business Needs Analysis Document Needs & Budget Initiate Requests for Information Document CIGP Implementation Plan Communicate CIGP to Business Implement Form IG Committee & CIGP Kick-off Create Policies Mapped to Business Needs Implement Technology Provide CIGP Training & Communications Roll Out Changes to Existing Policies Manage Audit Policy Compliance Update Regulatory Requirements Update Technology Requirements Communicate Updates to Business Conduct Annual Review of CIGP CIGP® Framework implementation
- 8. Tip 2: Work from a project plan Implementing information governance can take months or years, stay on track with a project plan Tasks Due Date Owner Contributor(s) Completion Date Obtain executive level support and approval to proceed 4/1/2014 GR TH, KS, RW 4/15/2014 Identify stakeholders and key individuals, including in communications 4/5/2014 GR RW 4/5/2014 Develop Communications Plan 4/5/2014 GR N/A 4/1/2014 Identify and document potential Information Governance Committee members, supporting roles and other contributors. 05/13/14 TM RW, KS 5/22/14 Conduct interviews and gather information. 6/1/2014 AG AG, TS, TD, CK 6/5/2014 Conduct information inventory 7/1/2014 TD TS 6/30/2014
- 9. Tip 3: Do your research Look to industry leaders for advice on critical information governance issues http://www.arma.org http://www.aiim.org http://www.edrm.net https://www.isaca.org/Pages/default.aspx
- 10. Tip 4: Cooperate to succeed Successful programs require a partnership between IT, legal, records management and business
- 11. • Even though information governance is a set of standards and practices, your IG Program will be unique to your business. • Following implementation socialize the benefits of your information governance project to demonstrate the program’s success. Summary
- 12. Rick Wilson Twitter: @SherpaRick Email: rwilson@sherpasoftware.com Web: www.sherpasoftware.com
Editor's Notes
- At the end of the day, doing nothing is not an option. Information is a valuable corporate asset, and in some cases, it is your most valuable corporate asset. So, remember to govern that asset like you govern other assets to manage your risks.