establishing an information governance program mary lee kennedy information online sydney, australia...
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Establishing an Information Governance Program
Mary Lee Kennedy
Information OnlineSydney, Australia February 2nd, 2005
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Why is it needed?
In today’s highly dynamic world the flow of knowledge and ideas are critical to organizational success and leaders need to clearly understand and leverage them.
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Is it Prickly or a Source of Water?
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Topics We’ll Cover• Information Governance
– Defined– Getting started
• Triggers• Roles• Structures
– “Must do’s”• Culture• Decision-making• Lifecycles
– Questions
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• A working definition: Governance is a system of policies and procedures, standards and guidelines. It establishes a framework for defining who is responsible for what and how decisions are made.
Definition/Starting/Must Do’s
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Formal “Look”
• Governance project team
• Boards• Committees• Working groups• Documented rules,
procedures, standards, policies
• Change management program
• Audit program
Informal “Look”• Governance
knowledge applied as tasks are put in place
• Informal discussions
• Handshakes
• Peer exchanges
Definition/Starting/Must Do’s
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• Governance differentiation• Policies are mandates
• Standards are widely accepted conventions
• Guidelines are recommendations
• Procedures are step by step “how to’s”
Definition/Starting/Must Do’sD
iffic
ulty
in a
dopt
ion
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Is it Prickly or a Source of Water?
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Definition/Starting/Must Do’s
• First things first: – Define the governance triggers and the
associated pain– Define the roles, skills, and appropriate
structures
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Definition/Starting/Must Do’s
INTERNAL
New LeadershipCost Reductions
Operational EfficiencyCustomer Satisfaction
INDUSTRY
Mergers and AcquisitionsMarket Shifts Industry Standards
LARGELY SOCIETAL
Legal and Financial RegulationsIntellectual Property Laws
Privacy Laws
Triggers
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• Roles– Ownership– Sponsorship – User representation– Functional management
Definition/Starting/Must Do’s
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• Owners are accountable for: – Alignment with organizational objectives – Meeting audience requirements– Resourcing operations and projects– Developing and driving adoption of standards and
guidelines– Developing and enforcing policies – Reporting on work and progress against objectives– Communicating with the broader community – Engaging sponsors– Identifying opportunities for improvement
Definition/Starting/Must Do’s
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• Sponsors are accountable for: – Engaging the senior members of the
organization– Championing resource allocations, policies
and standards– Representing and providing insight into the
organization’s priorities and direction– Providing senior input into strategies, plans
and projects
Definition/Starting/Must Do’s
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• User Representatives are accountable for:– Engaging with and representing end-user’s
behavior, needs and desires– Prioritizing user requirements– Representing their constituents on boards, task
forces, and project teams– Contributing to the creation and adoption of
policies, standards and guidelines
Definition/Starting/Must Do’s
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• Functions are accountable for:– Understanding and prioritizing user requirements – Developing, managing and supporting the information
environment in areas of expertise such as:• Architecture• Content selection • Content management • User interface design • Editorial programs
– Change control– Quality management – Monitoring and measuring progress against objectives
Definition/Starting/Must Do’s
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Definition/Starting/Must Do’s
• How on earth do all these roles work together?
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Definition/Starting/Must Do’s
• Three “Must Do’s” matter A LOT:– Cultural alignment– Decision-making style alignment– “Project” lifecycle alignment
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Definition/Starting/Must Do’sCultureParadigm Name Integration Differentiation Ambiguity
Degree of consistency among cultural manifestations
Consistency Inconsistency and consistency
Lack of clarity (neither clearly inconsistent nor clearly consistent) and irreconcilable inconsistencies
Degree of consensus among members of culture
Organization-wide Within, not between, subcultures
Issue specific consensus, or lack thereof, and confusion among individuals
Reaction to ambiguity Denial Channeling Acceptance
Metaphor for paradigm
Hologram; Clearing in the jungle
Islands of clarity in sea of ambiguity
Web; jungle
Source: Warwick Organizational Behaviour Staff(Editor). ORGANIZATIONAL STUDIES Volume I. Florence, KY, USA: Routledge, 2001. p 330 - 335.
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Manager
Intranet/PortalManager
Technology Content
ManagementInformationArchitecture
Editorial Program
Design
Definition/Starting/Must Do’s
Likely a Paradigm 1 Culture
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Definition/Starting/Must Do’s
Initiative Owner/Lead and Business Owners
Performance measurement including the scorecard and metrics program
Product strategy alignment and planning Research alignment and planning Employee and content provider needs assessment and planningResource requests, budgeting and financial management Communications planStandards compliance New project managementReward and recognition program
MembersWeb Services: Search, taxonomy, people, subscriptions, domain integration, and contentStandards Practices: Metrics, taxonomy, domain registration, design, accessibility, editorial, search and navigation, content and domain lifecycle. Projects: Actively participate on project teams for both problem resolution and feedback.
Content ProvidersPublishing practices Content stores/repositories ownershipExpertise systems Business needs requirements
Executive SponsorsGuide vision and strategy alignmentChampion work at senior levels Champion resource requirements
Steering CommitteeReview and advise strategyReview and advise business plansReview and provide feedback on progressChampion and advise on organizational engagement and resource requirements
Initiative Owner/Lead and Business Owners •Performance measurement including the scorecard and metrics programProduct strategy alignment and planning Employee and content provider needs assessment and planningResource requests, budgeting and financial management Communications planStandards compliance New project managementReward and recognition program
Likely a Paradigm 2 Culture
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• What about a Paradigm 3 culture??
Definition/Starting/Must Do’s
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• Decision-making– Consensus – Broad-based collaboration– Trusted few collaboration– Independently made
Definition/Starting/Must Do’s
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• Project lifecycle – What does governance need to look
like: At the beginning of a project? In the middle of a project? During implementation? After implementation?
Definition/Starting/Must Do’s
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100%
No sponsor
Initiation Contagion Control Integration
Organizational
Pervasiveness
0%
Sponsor grabs intranet
Critical mass reached
Intranet controlled
No critical mass
No control
Jan Damsgaard and Rens Scheepers Managing the crises in intranet implementation: a stage model Information Systems Journal10(2)131-150. 2000
Definition/Starting/Must Do’s
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“Initiation” Stage One: Minimal “Governance” • Sponsor
• “Owner”
“Contagion” Stage Two: Foundational “Governance” • Minimal +• End-user
representation • Functional
governance begins (e.g. information architecture) including key guidelines and standards
“Control” Stage Three: Mature
Governance• Foundational +
• Steering Committee
• Formal boards
• Policies
• Operating and support unit/budget
Definition/Starting/Must Do’s
At a Minimum...
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• The key is to:– Define and agree on the purpose – Clarify and agree on roles, skills and
responsibilities– Define the appropriate structure and
realistic deliverables – Engage the key players– Communicate, communicate,
communicate
Definition/Starting/Must Do’s/Conclusion
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Thank you!
Mary Lee Kennedy
Principal
The Kennedy Group
Email: [email protected]
Website: http://www.maryleekennedy.com
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