Enterprise Information Management

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Enterprise Information Management

• Gordon Aspin
• Senior Manager Deloitte Consulting
• Technology Integration

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Agenda

• Introduction to Enterprise Information
  Management (EIM)
• EIM Framework and Architecture
• Organizational Approaches
• Assessing your Current Information Management
  Maturity
• Prioritization and Implementation
• Key Points

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Enterprise Information Management (EIM)

• Enterprise Information Management An organized
  program to design, catalog, and safeguard all
  information assets - including content found in
  databases, transaction systems, data warehouses,
  documents, and rich media - to maximize their
  value, usefulness, accessibility, and security.1

Operations Management
Information Management
Payroll Budgeting Financials Procurement
Data Warehouse Business Intelligence Portals Repor
ting
1Source Business Drivers and Issues in
Enterprise Information Management, Gartner, Inc.
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EIM is a New and Significant Priority

• Information management at the enterprise level is
  among the top priority items in the minds of
  public sector executives for the following
  reasons

Challenge Most investments in information
applications and technology adequately support
their business operations, but those same
investments rarely produce the information needed
to remain innovative, efficient, and
effective Imperative Executives should take a
fresh look at the deployment and use of
technologies and information governance to serve
the evolving needs of its employees and
constituents
Innovation Are you providing value to the public?
Challenge Most organizations do not know what
they are spending on EIM activities today. For
enterprises of scale, it is often well over
100mm annually Imperative Organizations should
establish a plan and roadmap to aggressively
increase efficiency, eliminate redundancy, and
improve information quality
Understanding Total Investment How do you
managecost effectively?
Challenge Regulatory pressures are driving
organizations to improve quality and access to
information. Availability and timeliness continue
to be an issue, and poor information quality is
eroding regulator and public trust Imperative
Organizations should generate better insight into
their regulatory compliance and controls
Risk Management and Compliance Are you
effectively managing risk and maintaining
compliance?
Challenge Cross functional processes are driving
organizations to analyze how performance measures
can be linked from top down Imperative
Organizations should make considerable
investments in generating insight into their
performance and metrics
Performance Measurement How do you tell whats
going on?
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Struggling to get the Right Information

• The reality is that gaps between strategy and
  execution exist even for organizations that have
  made significant investments to date in
  information management. 2

2Source IQ Matters Senior Finance and IT
Executives Seek to Boost Information Quality, CFO
Research Services
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High Level EIM Framework

• Data Acquisition identifies the explicit system
  of record and master data sources which can
  include operational databases, legacy systems,
  master/reference data and external data sources
• Data Integration provides the interfaces for
  accessing and cleansing data. This can entail
  bulk, real or near-time processing
• Data Aggregation and Storage compiles and stores
  information to support analysis, reporting and
  business process management
• Business Access Services is a process for
  improving decision-making via intelligent use of
  available data and analysis
• Information Delivery provides access to
  information across multiple channels and delivery
  methods
• Information Consumers utilize information for
  decision making and follow defined standards for
  reporting, security, and information usage
• Taxonomy provides a consistent navigation point
  to find both structured and unstructured data
• Metadata Management is handling any information
  or knowledge about data possessed by an
  organization, including that retained by
  employees and in software or other media
• Data Quality Management ensures that the data
  used to make decisions are of good quality
• Identity Management and security improves the
  usability and security of the system
• In the context of the Information Framework,
  Infrastructure Services refers to the
  hardware/software, network and operations that
  support the implementation of the framework
• Governance refers to the establishment of
  policies and guidelines to enable consistent
  information usage, reduce maintenance costs and
  maximize the quality, and integrity of business
  critical information

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Current State Architectures Structured
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Placemat Examples Expected OutcomesFuture
State Architecture
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Organizational Models

• The optimal organizational model must be designed
  to support the unique culture and skill set of
  your operating or business units.

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Competency Centers
Role
Less Control
More Control
MONITOR
APPROVE
EXECUTE
A clear enterprise/BU wide strategy has been
developed and all projects are monitored using a
portfolio management approach.
The strategy is enforced through informal checks
balances and quality review checkpoints.
The strategy is set centrally and strictly
enforced through a formal set of checks
balances, funding decisions, and quality
checkpoints.
Involved resources are managed and deployed
within the individual business units.
Resources are managed within the individual
business units but get deployment advice and
guidance from the COE.
Resources are managed and deployed by the COE.
BUSINESS/APPLICATION FACING
Process design and implementation decisions are
loosely guided by a common set of standards,
methods and tools.
Process design and implementation is guided by
the COE who helps enforce common standards,
methods and tools.
Process design and implementation consistently
adheres to a common and centrally defined set of
standards, methods tools.
Design development is done autonomously but
guided by a common set of standards.
Design development is done autonomously with
semi-formal quality review checkpoints to guide
standardization and reusability.
Design development is performed centrally (or
tightly controlled) based upon a common set of
design development standards.
Multiple instances of the application or
technology environment may exist, and
administration of the environments is fairly
autonomous.
Multiple instances of the environment may exist,
but upgrades and patches are closely coordinated
by a support group.
Management and administration of the environment
is tightly controlled by a centralized support
group.
Service support is performed autonomously in
each business unit, guided by a centralized
knowledge management solution.
Service support is split between business units
and the COE, and is driven by a commonly defined
support structure and governance.
Service and support is performed in a shared
services model for all participating entities
within the business units.
INFRASTRUCTURE FACING
Testing migration is performed autonomously by
the individual business units, with moderate
checks balances.
A more formalized testing migration process is
defined by the COE, but performed by the business
units.
The majority of testing and migration activities
are centrally managed and controlled by the COE.
A common architecture is defined, but
interpretation and adherence may differ in the
implementation in each business unit.
A common technical architect is defined and
adherence is monitored by a centralized group
within the COE.
Technical architecture decisions are centrally
controlled and adherence to the architecture is
more strictly enforced.
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Governance Framework

• A detailed governance model provides a layered
  approach (Strategic, Tactical, and Operational)
  to implementing controls to help align this
  initiative with other projects currently underway
  or planned

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Organization Structure
EIM
Governance
Innovation Improvement
Project-related
Information Quality
Organizational Design
Quantitative Management
Process Change Management
Project Planning
Product Review
Data Stewardship
Quality Management
Methodology Definition
Contract / Procurement Management
Technology Change Management
Quality Assurance
Data Maintenance
Integrated Program Coordination
Training Management
Performance Metric Measurement
Data Quality
Metadata Maintenance
Enterprise Data Integration
Contract / Procurement Management
Information Asset Utilization
Data Support Operations
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Strategic Maturity Definitions
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Organization Maturity Definitions
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Process Maturity
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Technical Maturity
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Capability Maturity Assessment
Maturity Stage
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4
3
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1
-- Data Architecture and Technology Dimensions
(1.8)
---------- Information Strategy
---------- Dimensions (1.6)
--------- Organization --------- Dimensions (2)
-- Reporting and Analytical Processes
Dimensions (2)
Business Ownership of Data
Reporting and Analytical Delivery
Availability of Reporting
Reporting Capability and Usage
Information Quality
Information Infrastructure
Information Architecture
Design Approach
Governance and Stewardship
Common Business Language
IT Support
Information Culture
Sample Correctional Agency Current State
Capability Stages Stage 1 Limited
Information and/or capabilities are limited or do
not exist. Stage 2 Emerging
Information and/or capabilities are maturing or
will be delivered soon. Stage 3 Defined
Information and/or capabilities are well defined
and meet basic needs. Stage 4 Established
Information and/or capabilities are advanced but
require some improvements. Stage 5 Leading
Information and/or capabilities are comprehensive
and provide competitive advantage.
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Prioritization Next Steps

• Goal To develop a prioritized and actionable
  plan to integrate and advance information assets,
  development processes and business policies to
  improve key performance metrics.
• Focus on equipping the organization with the
  right information, prioritize the requirements
  and use this the define your iterations. Start
  with clearly defined performance metrics and
  build from there
• Establish a Corrections specific Logical
  reference architecture for EIM so that you will
  know what your end state looks like and you all
  have a common vocabulary with which to
  communicate.
• Identify required skills organizational
  challenges so that you clearly understand the
  gaps between what you have what youll need to
  deliver. Make sure that you have the appropriate
  support and sponsorship and that the organization
  is vested and engaged.
• Develop a roadmap so you know where you are going.

Plan
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Four-Pronged Implementation Approach

• Projects to develop the EIM will be categorized
  based upon the following four criteria in order
  to deliver organizational value while building a
  foundation for the future

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EIM Key Points

• This is an emerging discipline and priority for
  most organizations
• There is a substantial business case
• New and incremental investments will be required
  in
• Tools, technologies and architecture
• Skills and resources (IT and business)
• Methods and approaches
• Centralize and rationalize EIM wherever you can
• Think of this as an ongoing program not a project
• Have a long term plan but build the architecture
  in iterations
• People and Governance are often the hardest parts