Process-Centric Governance and Information Architecture
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Improving business valuefrom your
information management systems
Process-centric Governance and Information Architecture
Copyright © 2014
Simon Rawson
Principal Consultant, PowerMark Solutions
0430 986 682
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• Why• What• How• Who• Feedback• Characteristics of successful projects
Agenda
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“Information governance, or IG, is the set of multi-disciplinary structures, policies, procedures, processes and controls implemented to manage information at an enterprise level, supporting an organization's immediate and future regulatory, legal, risk, environmental and operational requirements.
IG encompasses more than traditional records management. It incorporates privacy attributes, electronic discovery requirements, storage optimization, and metadata management.”- Wikipedia
• Governance, risk and compliance approach – a defensive model
The Purpose of Governance
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To Put It Simply…
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• Yogesh Bhatt, Arunachalam Thirunavukkarasu, March 2010. “Information Management: A Key for Creating Business Value.” The Data Administration Newsletter. http://www.tdan.com/view-articles/12829
Information Management SWOT
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• Print• Transactional documents (invoices, purchase orders etc)• Learning Management Systems (LMS) content• Contracts and other legal information• Procurement information / documentation about products or services
your organisation acquires• Product / service accreditations• Human Resource information management (eg. Certifications and
training etc)• Board and senior management (reports, spreadsheet models etc)• Internet-based references and resources• Extranets / partners’ information management systems
How Well Do Your IM Systems Cover
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.
Collaboration
Records Management
Taxonomy and Business
Classification
Process Maps
Content
Types
ECM Strategy
and Governance
Plan
Governance Framework
(Roles, Responsibilities,
Principles)
Communications Strategy
Change Management
Strategy
Risk and Compliance
Strategy
Education & Training Strategy
Information&
Process Architecture
Benefits Realization
Strategy
Maintenance & Review Strategy
.
Accessibility Security
Privacy
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Information and Process Architecture Model
Policies & Governance Channels and Audience Infrastructure
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Classifying Content and Building Taxonomies and Information Architecture
Review Business
Classification Scheme
Identify Key Business Processes,
Participants and Capabilities
Identify Process Inputs, Outputs and
Support Content
Identify Metadata
Review Business
Classification Scheme
UpdateInformation Architecture
Step 1: Desk Review
Step 2: Workshops and Participants
Step 3
Step 4Update BCS
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Quality System Content Relationships
Taxonomies and
metadata models tie content together facilitating search, navigation
and content
maintenance
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Sample Process Map – Context Maps
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Sample Process Flow Diagrams
PROCESS: MAKE OFFER
MEDICAL REQUIRED?
MAKE OFFERSOURCE CANDIDATE
PROCESS
LETTER OF OFFER REQUEST FORM
DOCTOR’S APPOINTMENT
GM TO APPROVE PAC
CEO/GM
LETTER OF OFFERPOLICE CHECK
HEALTH DECLARATION
EMPLOYEE
EMPLOYEE DATA GENERATED
YES
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Sample Worksheet Relating Processes to Transactional and Reference Content
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• Note – An Excel-based Benefits Register is available to those who want it
Sample Issues/Recommendations List
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Sample Key Document Register
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1• Initial
2• Repeatable
3• Managed
4• Measured and Mapped
5• Optimised
Process and Information Maturity Model(Extended from CMMI Model)
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• Your Business Case must remain open to new potential benefits• Strategic benefits are hard to quantify. Operational benefits are easy to
quantify taking a process-centric approach• Relate IM initiatives to your strategic plan• Capture the wins – provide a way for these to be identified, measured
and recorded• Report wins regularly to senior management• Provide a way to capture feedback and suggestions for improvement• Establish a Benefits Register, and a process for review and action
taking…• …with roles and responsibilities in the Governance Plan (naturally)
Process Summation
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Sponsor
Strategic Oversight
IMWorking Group
Governance Structure – Project 1
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• SharePoint internet / intranet• Executive sponsorship• Corporate strategy exec led subcommittee owns intranet strategy• Intranet Working Group
– Responsible for day to day matters– IT is one of many participants
• Process and lifecycle oriented information architecture• Operating and active support framework (Working Group)…• …but departmental responsibility for outcomes
• 3 day governance review focussing on business processes yielded 85 recommendations for substantial process improvement
Key Principles – Project 1
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Large ECM/KM Project Structure – Project 2
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Current Content Archival and Migration (J: Drives) to Cloud and ECM
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Files Updated by Year
Nu
mb
er o
f F
iles
Deletion candidates Offlinearchive
‘Online’archive
ECMmigration
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ECM Primary Outcomes• Enterprise Content Management platform
– Foundation configuration• Business content (documents, images, audio-visual)• Document approval workflow• Records management and taxonomy• Document management / retention for business applications
– Extended capability (business intelligence, web content management, forms and business process workflow, online modelling)
• Organisational change– More effective and efficient business processes– Training– Communications– Behavioural change
• Support– Deployment & migration support during implementation– Governance and support model, processes and tools– Business and technical support
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Deploy to
Business Unit
Infrastructure in production
Content migrated / archived
Desktop configured
Tech & bus support operational
Training complete
Bus Unit Migrates to
ECM
Business Unit Deployment
BAU
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• Sponsor / owner• Producer / publisher• Communications – marketing• Organisational change and culture - HR• Authors / editors – departmental• Analyst – process / business requirements• Records and info management staff – IA, taxonomies BCS etc• Department representatives
Roles
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• Every process can yield feedback• Feedback may be complaints, compliments,
observations about issues, requests, or suggestions• Feedback needs to be directed to the right people
for response• Managing feedback is a process in its own right• Suggestions for improvement can come from the
mailboy all the way to the MD
• Few organisations have good processes or a culture for turning feedback into action
Managing Feedback
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• Design a process for effective management of feedback– Draw a process diagram– What metadata do you need to support the
process?– Suggest performance metrics
• Group discussion about organisational / cultural factors which need to be addressed
Group Exercise: Process Design
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Suggested Feedback Process Model
ACTION
Suppliers
Staff
Customers
Business Partners
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Business Process Change Request
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Benefits Register
Description of the Benefit
to be Achieved
Person Responsi
ble for Realising
the Benefit
Description of Current
Situation/Performance for the
Business Processes
Current Cost/ Performance Measure of
the Business Process
Target Cost/Perfor
mance Measure after the Planned Change
Target Date for
the Benefit to be
Realised
Triggers or events that will cause the
Benefit to be Realised
Type of Contribution to the Business
Assessed
Value of the
Benefit or
Saving
Comment about the Assessed
Value
Strategic and
Corporate Objectives
and Outcomes supported
by the Benefit
Contribution of this
Benefit to Achieving
the Strategic and
Corporate Objectives
and Outcomes
Value of the Benefit Realised and Date
Achieved
Reduce the amount of paper used to distribute information to staff.
Chief Information Officer
All information to staff is distributed in hard copy.
2,000 reams of paper per year are used to distribute information to staff at a total cost of $11,000.
All information to staff is distributed on the Intranet and via e-mail.
June 2002
Intranet and e-mail systems deployed. All staff are trained in and have access to the Intranet and e-mail systems. All information to staff is published on the Intranet and distributed via e-mail.
Financial -Cost Reduction
$11,000 pa
Reduce administrative costs by 10% per year.
Value of benefit contributes a 0.01% p.a. reduction in administrative costs.
Satisfy an increasing demand for information without increasing costs
Chief Information Officer
Requests for information taken by phone are sent by mail. Requests are also made in person over the counter. Demand is increasing by 10% per year.
100 items of information are requested per day (26,000 per year) and cost $5 per item to satisfy or $130,000 per year.
2,600 items of information accessed via the website in first year.
June 2000
Website established and documents published. Availability of website is advertised via ‘phone-hold’ message, and branch signage.
Financial - Cost avoidance Quatnity -Increased productivity
$13,000 pa
Increased demand for information satisfied without increasing resources.
Reduce administrative costs by 10% per year.
Value of benefit avoids increases in administrative costs to satisfy increasing demand for information.
7,800 items of information accessed via the website in the first year with $39,000 value of costs avoided. Benefit achieved June 2000.
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The Common Characteristics of Highly Successful ECM / KM Projects
• Survey of 90 initiatives in 80 organisations
Production 30%
Product Development 25%
Customer Service 25%
Competitive Intelligence/Strategic Planning 10%
Enterprise-Wide 5%
Sales Processes 5%
Project Management 5%
Intellectual Capital Management 5%
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Key Findings
• 65% all projects aimed at revenue generation or process improvement
• 35% aimed at efficiency and cost reduction
• Of high performing projects, only 5% aimed at cost reduction
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Common Characteristics
• Plan your approach (76% high impact projects had a detailed strategy. 87% low performing projects didn’t have a strategy)
• Consistent information architecture and metadata model, plus key SME’s identified
• Invest in content maintenance (84% high impact projects)
• Plan for change (no low impact projects had ongoing change management measures)