STRATEGIES FOR INFORMATION
MANAGEMENT
By: Zainal A. Hasibuan
Toward Knowledge Management
The Ra0onale…
• Informa0on management strategy must aligned with
applica0on porBolio management strategy
• Aiming at the greatest value of informa0on
• IS strategy based on how the organiza0on uses informa0on
and for what purpose.
– Informa0on must be ensured to the right one
• Various nature of informa0on (text, images, pictures, graphic,
etc.), hence need informa0on management.
• More business depends on informa0on management
(ebay.com, amazon.com, etc.)
• Scope of informa0on: acquisi0on, protec0on, u0liza0on,
Problems with Informa0on
• Poor informa0on leads to disaster
• Explosion of informa0on leads to difficulty of finding relevant informa0on
• Lack of informa0on integra0on
• Informa0on resides in mul0ple electronic ‘libraries’
• Well structured versus less structured informa0on
• Informa0on inconsistencies
• Informa0on requirement versus legacy system
Poor Quality of Informa0on
• IT managers simply assumed informa0on is available in the computer
• Poor informa0on leads to customer dissa0sfac0on • Contribute to mistrust
• Turn thing into infeasible
Informa0on as an Asset
•
Quality of informa0on: 0melines, accuracy,
completeness, confidence in source, valid,
reliability, and appropriateness.
•
Determine the organiza0onal performance.
•
Informa0on as a business asset
•
Responsibili0es for the informa0on asset
•
Management of informa0on
Kon0num Pengontrolan Informasi
Anarki
Feudalisme
Federalisme
Monarki
Semakin Tidak Terkontrol
Kemajuan
TI
Informa0on Culture
• What cons0tute informa0on culture?
– Values
– A]tudes
– Behaviors
• Types of Informa0on culture
– Func0onal
– Sharing
– Enquiring
– Discovery
Collect Organize Process
Communicate Use
Crea0ng Informa0on Culture
• Behavior of employees at all level on how to collect, organize, process, communicate and use informa0on
– Func0onal culture: means to exercise power
– Sharing culture: means to improve performance
– Enquiring culture: means to an0cipate future
– Discovery culture: means to compete
Business‐wide Informa0on
Management
• Informa0on‐based organiza0on
• Management of informa0on support informa0on independence: how it’s stored, how it’s accessed
– Independence of database with applica0on
• A framework for implemen0ng IM
– A set of objec0ves and policies
– A programs for introducing the IM to meet objec0ves
– The crea0on and maintenance of informa0on architecture
– What informa0on services should be provided
Objec0ves of IM
• Enabling the business to make the right decisions
• Improving the effec0veness of processes and their outcomes
• Providing 0mely and focused performance informa0on
• The preserva0on of organiza0onal memory
• Improving the produc0vity
Managing Informa0on Asset
•
It’s components
– Ac0vi0es
– Scope
– Organiza0onal focus
– Policies
– Tools
•
Another name: Informa0on resource
Obstacles in Managing Informa0on
Informa0on resides in mul0plaBorm
Available in various forms: structured and unstructured informa0on
Inconsistencies: created by different people, different 0mes, different purposes
Different version: new versus legacy system
Competencies Associated with
Informa0on Management
• IT prac0ces
– Able to manage IT applica0on for opera0onal support,
business process support, innova0on support, and management support
• Informa0on Management Prac0ces
– Able to manage life‐cycle of informa0on (sensing,
collec0ng, organizing, processing, maintaining)
• Informa0on behavior and values
– Able to promote values (integrity, formality, control,
Benefit of Integrated Informa0on
Business becer equipped
Direct saving
Improved intra and inter organiza0onal coopera0on
Ac0vi0es of IAM
• Data and informa0on administra0on tasks
– Informa0on planning
– Business informa0on requirement
– Se]ng informa0on standard and procedures
– Managing corporate informa0on model
– Coordina0ng, communica0ng, implemen0ng, controlling
• Data dic0onary administra0on tasks
• Database administra0on tasks
Policies and Implementa0on Issues
•
Extent of the “managed” informa0on
•
Organiza0on responsibility for IAM
•
Authority and responsibility for informa0on
•
Informa0on security
Managing Knowledge Resources
•
Scope: acquisi0on, crea0ng, storing, and
sharing
•
Knowledge about: customer, compe0tors,
pricing, new product, etc
•
Knowledge is informa0on that has been given
meaning
Managing Knowledge Resources
•
Questions related to knowledge
– How do I do that?
– How do I ensure that my organization exploits its knowledge?
•
Use for winning the market competition
•
Know-how about customers’ needs,
Knowledge Management:
A Context for Data Warehousing and the Future
An Environment That:
• Supports the collection aggregation, management, distribution, and analysis of information to positively effect the management
decision-making process. This information is derived from an organisation's unique experience with its:
– Customers – Products – Markets – Competitors – Organisation structure – Employees
– Business events – Performance measures – External information, etc...
• The Data Warehouse is a fundamental enabling architecture which supports Knowledge Management
What is Knowledge Management?
Organisational Knowledge
Results measurements Shared information
Management Information Process measurements
Atomic Data
Integrated, high grain
Transaction Data Very high grain
What is Knowledge Management?
•
Defined in a variety of ways.
•
KM in educa0on: a strategy to enable people
to develop a set of prac0ces to create,
capture, share & use knowledge to advance.
•
KM focuses on:
– people who create and use knowledge.
– processes and technologies by which knowledge is created, maintained and accessed.
– ar0facts in which knowledge is stored (manuals, databases, intranets, books, heads).
What is Knowledge Management?
“Knowledge management is a discipline
that promotes an integrated approach
to identifying, managing and sharing all
of an enterprise’s information needs.
These information assets may include
databases, documents, policies and
procedures as well as previously
unarticulated expertise and experience
resident in individual workers.”
Two Types of Knowledge
Explicit knowledge
Formal or codified
Documents: reports, policy
manuals, white papers, standard procedures
Databases
Books, magazines, journals
(library)
Implicit (Tacit) knowledge
Informal and uncodified
Values, perspectives & culture
Knowledge in heads
Memories of staff, suppliers
and vendors
Documented information that can facilitate action.
Know-how & learning embedded within the minds people.
Knowledge informs decisions and actions.
