Data Management as a Process
It is good to re-iterate that DM is a process. Quite often business users think that a one off exercise in cleaning up the data helps them to get things right ...
I would like to make the comparison with brushing your teeth - if you leave it for a day it does not become an issue, but if you leave it for a while it will start to hurt. Managing data is like any maintenance activity; it is recurring and people do not like it.
So plan the right resources, schedule the activities in conjunction with the business processes which are supported by the data, execute it with sufficient resources, and eventually evaluate the results and learn.
This can be done two ways: 1) as an ongoing activity within the business process - which requires quite often a behaviour change or 2) by a dedicated group DM professionals which helps building DM skills and professionalising the activity, but which is only possible with sufficient volume of work (and suffient standardisation of the activities)
Bottom line is that it should be understood that this is a job to be done - and it should be rewarded!
Labels: behaviour, Process, Skills
The Art of IM
Some time earlier I already wrote about skills and I am constantly reminded that this is still one of the main issues in Information Management. People development of IM&T staff is still focusing a lot on technology (infrastructure and applications), while the real challenge is about understanding how the new IT elements fit in the bigger business picture in terms of process, people and information.
Unfortunately we prefer to talk a lot about new technology (ie new applications) and get excited and so the next application is implemented without proper data integration, without proper business workflow realignment or even worse people just focus on new graphics and say 'Wow!' and still the quality of the visualised information is bad.
So why are we so technology focused? I think the simple answer is that everything else is a lot less tangible and much harder to solve. Getting people to work with information in a different way is an art and of course if the technology is guiding people in the right direction (ie becomes an enabler) than that's great, but often more than just technology is required. Improving the management of information is about improving the way we do business, changing the way people work and keeping the focus on information as part of the assets of the company.
So how do we change processes?
- we can only change a process if the business wants it and commits to changing itself (see the notes on having a champion, etc.). If IM&T comes in as an outsider than change will not happen. It helps if the IM people can take away chores (data loading, simple QC, data disposal), but that needs to align with the way of working in the business
So how do we address the people aspect?
- people are resistant to change and there will always be people that cannot be convinced that something new is something good. So focus on the ones that want to change (or at least don't resist), address them with their language and at the level they want to be addressed (so don't bore them to death with technical details ...) and then take them by the hand. Again - just like with the process bits - it helps to have dedicated people taking away the chores.
If people see value (better quality, easier access, ...) than change will be easy. Also don't give people too many options, or too many ways to non-comply, because than it won't happen either.
And finally - how do we keep an information focus?
- bringing an information focus into the company is very hard. People see processes and therefore functionality and although intuitively people understand that information is required to do their business, the concept of managing it in a certain way is still hard for most people to grasp. On top of that - we are all information managers, since we all manage information! And therefore every Tom, Dick or Harry with a PC thinks that they are an expert in it.
So what do you need to do as information manager to get this focus? Well, it helps to have some standards / guidelines documented, so the business people know that you have an established business and a set of rules to adhere to. It also helps if you have an Information Architecture - ie you know how information flows through the company in a structured way and where you want to be in the future.
Finally - it helps if you need to comply to some external rules (laws like Sarbanes-Oxley, SEC requirements, etc.). In that case you can threaten your bosses that they go to jail if they don't do proper IM!
So bottom line is that I still see a lot of the same problems in companies with respect to managing information - the problems related to establishing good quality information, which is easily available and and which is protected by security only where it is needed. These problems can only be addressed if the IM&T people have the skills to change processes in the business, help people to change their way of working and create a mindset with value of information as focus. This is an art!
Labels: architecture, behaviour, Skills
When reality kicks in ...
So you know what you want to do; you know your priorities and how to achieve them ... or not? Well, at the end of the day most of the time you will be spending on other things than the improvement of Information management. This is due to ...
- Lack of Competence
- Too much overhead
- Indifference or ignorance
So how to deal with this?
Competence: Don't waste time on hopeless cases. If you can pick one genius - than that's better than 10 mediocre types. I think skills is still the major challenge of IM. People don't understand the concepts, or are simply too technology focused. Try to pick the few bright people that do understand and make them the change agents.
Overheads: Skip what you can get away with. Large organisations usually invent more bureaucracy than you have time. It is unbelievable how much is not really needed. So don't try to be too diligent with the things that don't count for the real content of your job.
Indifference: Well, that's a hard one. Again - if you are on a mission you can ignite yourself. Try to look for natural allies and ignore the real morons. And else ... create a crisis.
And finally - pick your battles!
Labels: Information Management, Skills
