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Organisational QuickScan for Information Development

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Content Model Relationship

Contents

Activity: Organisational QuickScan for Information Development

Objective

The Organisational QuickScan for Information Development activity first involves getting a fairly clear definition of the current-state environment. In many organisations, this is poorly documented and time-consuming. It is, however, an important part of establishing what eventually needs to be done. Therefore, this activity focuses on capturing that information at a high level and recognizes that definition of the current-state may be an ongoing process.

Next, it begins establishing the “big picture” in terms of the current-state environment and the envisaged future-state. It uses a number of assessment tools to conduct the gap analysis on how to get to this future-state vision and some of the gains that can be made along the way. The gap analysis between the current and future-state helps focus priorities for the early stages of the project by showing quick wins and areas of highest implementation risk.

Major Deliverables

Current-State Assessments covering:

  • Application Portfolio and Functionality
  • Information Flow across the organisation
  • Information Maturity across the organisation
  • Infrastructure Maturity across the organisation
  • Information Processes
  • People Skills and Organisational Structure

Tasks

Assess Current-State Application Portfolio and Functionality

Objective:

The Application Portfolio documents major systems and their functionality. From an Information Development workstream perspective, this deliverable should only be to get a quick overview of the system to understand major application functionality, the system owner and any expected changes it is expected to undergo during the period of executing on the Blueprint vision. It is focused at a systems level, as opposed to infrastructure and information. Time for this task may vary greatly depending on the existing artifacts.

Ideally, this information is stored in a tool as opposed to an unstructured document form.


Input:


Output:

Assess Current-State External Data Sources

Objective:

The Current-State External Data Sources Assessment compliments the Current-State Application Portfolio. The combination of the two assessments provide a complete picture of data as it is created within the organization or brought in from external sources. External data is quite often used as a standard within an organization and can be incorporated within internal systems as Master Data. Other types of external data are used within Marketing departments to develop customer demographics and target marketing programs. External address data can be used to scrub internal address data files and improve data quality. This assessment can be performed concurrently with the Current-State Application Portfolio described above. Including external data sources is an important element of Information Management Governance.

Input:

Output:

Assess Current-State Information Flows

Objective:

The Current-State Information Flow builds upon the Application Portfolio and External Data Source Assessment. The information flow documents the high level flow of data through the organization from capturing data in its raw form, through data integration and manipulation to its informational form where it can be used to support business objectives. The assessment looks at the creation of propriety data as well as data input from outside sources. The assessment focuses on the transformational aspects of that data into information. The assessment also will need to document the outflow of information from the organization to other entities.

Input:


Output:

Assess Current-State Information Delivery

Objective:

The Current-State Information Delivery Assessment compliments the Current-State Application Portfolio, the Current-State External Data Sources, and the Current-State Information Flows assessements. The combination of all these assessments provide a complete picture of data as it is created, transformed into corporate information assets and then delivered.

Most people regard information assets as being used internally for operational or management reporting, but increasingly information assets are also being shared with strategic partners such as select vendors, or distributed to customers within a customer service or public relations context, or even delivered outside of the organisation to meet increased regulatory and compliance requirements. The delivery of information outside the organisation is also becoming more automated.

Organisations need to safeguard the accuracy of the information disseminated as well as meet any privacy protection regulations. This is an area where information governance can be very effective in maintaining the organisation’s information integrity. This assessment will illustrate where the organisation is at the current-state and can show gaps in the organisation’s information delivery effectiveness.

Input:

Output:

Assess Information Maturity

Objective:

This assessment uses a tool populated with a number of questions called Information Maturity QuickScan to assess an organisation's current state compared to its desired level of information maturity. Questions from the IM QuickScan model help to establish a vision of what information capabilities that client would like see and what are the biggest issues that are impacting an organisation's business. Within the information maturity assessment, it will be especially important to draw out the key information processes identified in the requirements to the extent that they are currently performed. This task utilizes a survey instrument and the results therefore are based on the experience and perceptions of the interviewed staff.

Information Maturity QuickScan is a tool for conducting the assessment. The sample starter-set questionnaire will typically be modified for each client.

ECM Maturity QuickScan is another approach, focused on Enterprise Content Management maturity.


Input:


Output:

  • Information Maturity Assessment
  • The results from the assessment tool are analysed and a presentation is developed showing measurements and overall conclusions

Determine Economic Value of Information

Objective:

Generally organisations have no foundation from which to identify the value of their information assets. This task uses an assessment model to calculate the Economic Value of Information in an organisation. This model can be refined over time to test its value and focus the enterprise on achieving an appropriate return on investment. The Economic Value of Information is presented as a white paper, but it puts forward a number of value calculations that we have found to work quite well with a number of organizations for determining a “big picture” view on the value of their information and the cost/benefit of the information management practices that they employ. The calculations determined as part of this model include:

  • What is the theoretical (optimal) value of information in the organisation?
  • What is our Information Efficiency, i.e. how well do we measure information in the organisation?
  • What is the current value of information in the organisation?
  • What are the gains that can be made through better information management practices?

The detailed qualitative results from IM QuickScan are used as input to this model.


Input:


Output:

Assess Infrastructure Maturity

Objective:

Complementing the Information Maturity QuickScan, the Infrastructure Maturity QuickScan is used to assess an enterprises’ current state to its desired level of infrastructure (integration, platforms) maturity. Questions from the Infrastructure Maturity Model model help to derive the maturity levels of an organisations’ technology infrastructure and where they need to go to help meet their business goals. Infrastructure Maturity QuickScan is a BearingPoint tool that is used for conducting the assessment. The sample starter-set questionnaire will typically be modified for each client.

Input:

  • High-Level Information Requirements
  • Current-state technology infrastructure from client artifacts (technology architecture, platforms, network diagrams)

Output:

Assess Key Current-State Information Processes

Objective:

Understand the key information management processes across the business through interviews and review of artifacts. This is done at a high level, focusing specifically on Level and Level 2 processes, only bringing out lower-level processes if they have a significant impact on the information management process. Interviews are scheduled with key business users and work products are refined through group working sessions. Time for this task may vary greatly depending on the existing artifacts.

The relevant process should be reviewed and ideally captured into a tool that allows flexibility for changes and for capturing additional information about the process flow (e.g. number of staff required to perform a process). Modelling languages as UML and increasingly BPMN for process modelling provide rich functionality and are implementation technology independent. During this process, special note should be made to capture activities that lead to poor information quality, time delays, increased risk and poor customer or self service.

Input:

  • Client artifacts covering information processes (both automated and manual), risk and compliance procedures, customer interactions, etc.
  • Strategic Business Requirements
  • High-Level Information Requirements
  • Analysis of current data practices

Output:

Define Current-State Conceptual Architecture

Objective:

The current-state conceptual architecture maps in the capabilities that are available in the current environment. The conceptual architecture is at a very high-level and is presented in a form that can be easily understood by management staff with some level of technology background.

The SAFE Architecture for Enterprise Information Management can be used as a reference guide for this task.

Input:

Output:

Assess Current-State People Skills

Objective:

This task is performed to build an understanding of whether the current team has the necessary skills to deliver the project. Resources are mapped against expectations for certain roles in the context of the high-level business and technology requirements to understand where they fit on the project team. Team members are periodically reviewed against the overall project approach in the "Review Methodology" activity.

Staffing can be a sensitive area. Whilst it is one of the most critical aspects to the success of the project, staffing decisions that result in changing out staff need to be handled in an appropriate manner and must fall within the proper bounds of the team's responsibility.

Input:

  • Current member CVs
  • Interviews on background, understanding of projects and goals
  • Management performance reviews

Output:

Assess Current-State Organisational Structure

Objective:

This task helps to build an understanding of whether the current organisational structure aligns with the programme goals, using MIKE2.0 models for the Information Development Organisation. This is just a high level view of the organisational model; team members are periodically reviewed against the overall project approach in the Programme Review Activity.

Like staffing changes, organisational changes are a sensitive area. Whilst it is one of the most critical aspects to the success of the project, changing organisational structures need to be handled in appropriate manner and must fall within the proper bounds of the teams’ responsibility. The assessment should present recommendations for potential organisational changes or training recommendations


Input:


Output:

Assemble Findings on People, Organisation and its Capabilities

Objective:

The purpose of this task is to associate resources to the processes that support the business strategy. The capabilities and skills of the type of people required to perform processes must be identified and compared to available personnel. When brought together, a story begins to be defined on how the organisation performs.

The same type of assessment applies to technology utilisation. Do the people use technological resources efficiently? Is the technology enhancing the productivity of those using it? Is additional training required? Findings should be assembled into a high level presentation for management and executives.


Input:


Output:

Core Supporting Assets

Yellow Flags

  • Current-state very difficult to define, even at a conceptual level

Key Resource Requirements

Potential Changes to this Activity

Other QuickScans will be added to this activity in an ongoing fashion. Assessment that are current-state and visioning-focused should be classified as QuickScan Supporting Assets. QuickScan that cover broad Information Management topics should be referenced from this activity; QuickScans that are focused on quite a specific area (such as a Customer Data Integration QuickScan) will be linked in at the Solution Offering level.

The scope of QuickScan needs to be expanded to more broadly cover Information Management. IM QuickScan, for example, is primarily focused around Enterprise Data Management and, in particular, on Data Quality and Data Governance.

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