Cumberlands Ch 11 Stages for Implementing Information Management Paper Review chapter 11 of the course text: (Please Review below chapter 11 PDF attachment

Cumberlands Ch 11 Stages for Implementing Information Management Paper Review chapter 11 of the course text: (Please Review below chapter 11 PDF attachment for your reference) In your own words, discuss the different stages for implementing information management in order to move form general principles to specific applications 11
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Although information
may be the
responsibility of IT, information
(IM) requires a true partnership between IT and
the business.
IT is
with every aspect of IM, but
information is the heart and soul of the
business, and its management cannot be
delegated exclusively to IT.
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1.
Compliance
2.
Operational effectiveness and efficiency
3.
Strategy
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Figure 11.1 IM is Fundamental to Organizational Success – Both IT
Effectiveness and Individual Performance
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Stage One: Develop an IM policy.
Stage Two: Articulate operational components.
Stage Three: Establish information stewardship.
Stage Four: Build information standards.
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A policy outlines the terms of reference
for making decisions about information.
A policy provides guidance for
accountabilities, quality, security, privacy,
risk tolerances, and prioritization of efforts
for IM.
A policy should be established at a very
senior management level.
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Figure 11.2 Operational Components of an IM Framework
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Clearly articulate IM roles and
responsibilities.
Information stewards are responsible for
meaning, accuracy, timeliness,
consistency, validity, completeness,
privacy and security, and compliance of
information.
Information stewards should be business
people.
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Standards ensure quality, accuracy and
control goals can be met.
Use metadata repositories to crossreference models, processes, and
programs that reference information.
Standards help reduce information
redundancy.
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Standards require……
A unique name and definition.
Data elements, examples, and character
length (e.g., name prefix).
Implementation requirements.
Spacing and order.
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Culture and Behavior
Information Risk Management
Information Value
Privacy
Knowledge Management
The Knowledge-Doing Gap
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Integrity – defines the information usage
boundaries.
Formality – enables accurate and
consistent information.
Control – once information is trusted, it
can be used to develop integrated
performance criteria and measures.
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Transparency – describes the level of trust
to speak about errors.
Sharing – exchange of sensitive and nonsensitive information amongst employees.
Proactiveness – creates an alertness to
picking up new information about
business conditions.
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Determine internal and external
interdependencies.
Determine level of information security
needed and cost to implement.
Develop an information security strategy.
© 2015 Pearson Education, Inc. Publishing as Prentice Hall
© 2015 Pearson Education, Inc. Publishing as Prentice Hall
IM VALUE PROPOSITION
SHOULD ADDRESS:
Strategic
Tactical
Operational
Information Value is
difficult to quantify.
It takes time for an
IM Investment to pay
off.
IM Value is a
subjective
assessment.
Privacy regulations affect current and
long-term IM initiatives.
Organizations must be in compliance with
many new privacy regulations.
Many countries now require a chief
privacy officer who helps the organization
ensure IM practices for data quality and
accuracy, retention, and security.
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+ Context
Information + Judgment
+ Intuition
=
Knowledge
Knowledge is a fluid mix of framed experience, values, contextual information,
and expert insight that provides a framework for evaluating and incorporating
new experiences and information. It originates and is applied in the minds of
knowers……Thomas Davenport and Larry Prusak (1998)
Knowledge is the capability to take effective action
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It is assumed that better information will
lead to better decisions.
There needs to be a clear link between
desired actions and the acquisition and
packaging of specific information.
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Start with what you have.
Ensure cross-functional coordination
among all stakeholders.
Get the right incentives.
Establish and model sound information
values.
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Strategy
People
Processes
Technology and Architecture
Culture and Behaviors
Governance
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External Environment
Strategic Planning
Information Life Cycle
Planning
Program Integration
Performance Monitoring
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Roles and Responsibilities
Training and Support
Subject-Matter Experts
Relationship Management
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Project Management
Change Management
Risk Management
Business Continuity
Information Life Cycle
– Collect, create and capture
– Use and dissemination
– Maintenance, protection, and preservation
– Retention and disposition
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IM Tools
Technology Integration
Information Life Cycle Organization
Data Standards
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Leadership
IM Awareness
Incentives
IM Competencies
Communities of Interest
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Principles, Policies, and Standards
Compliance
IM Program Evaluation
Quality of Information
Security of Information
Privacy of Information
© 2015 Pearson Education, Inc. Publishing as Prentice Hall
Organizations face many challenges in
implementing information management
practices.
Although IT can take a lead in developing
an information management plan, the
business area must ultimately be involved
in its implementation and the stewardship
of information within the organization.
© 2015 Pearson Education, Inc. Publishing as Prentice Hall

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