Information Management consultation example
Introduction
The new currency of the world is the relationship that exists, not only between humans, but also between information. If you look at the massive success rate of social networking in its various formats, it is indicative that we are on the verge of a massive revolution in the way we do business. Organizations would have to organize themselves in such a matter that they are able to comfortably distribute, understand, use and communicate critical information. Information now potentially resides everywhere, and the differentiating factor will be organizations ability to effectively manage information.
In this assignment I have selected to be a consultant that assist Ngulube and Sons with their information management request. I will look at why information is an important aspect, why it should be managed, why a strategy is required for information management, what tools and technology can be used in facilitating information management, the benefits of each type of technology and constantly provide Ngulube and Sons with practical objective advice.
Why is information an important resource and why should it be managed?
Information as a concept has a large amount of meanings and interpretations. Information could be seen as data, in its purest form, or it could be viewed as knowledge, meaning, perceptions and representations, all of which are very diverse and abstract notions. You also hear the terminology that we live in an “information age” – where information is everywhere and freely available. However the latest commodity is not information, but relationships or networking using information - new currency of the world are about not only information, but the ability to control or manage it within a network / relationship of people. In order for relationships to take place, one would need a “control” over information and seek out the relationships between data, knowledge, meaning, perceptions and representations. It is therefore critical that information, although freely and easily available, be seen as an important commodity that should be managed to simply receive best possible relationship / networking possibilities.
The definition of a resource, according to Wikipedia is; “A resource is any physical or virtual entity of limited availability, or anything used to help one earn a living. In most cases, commercial or even ethic factors require resource allocation through resource management.” (http://en.wikipedia.org/wiki/Resource)
Clear evidence indicate that those organizations that view information as a true commodity and ensures that once it is recognized as a commodity or resource, have far beter customer and employee satisfaction and that they should clearly manage that resource.
The definition speak around the fact that resources needs to be managed. Kaye (1993: 335) proposes various ways or strategies on how such a management process can take place, stipulating three distinct strategy tipologies: Rejection, minimization and adaptation. However the hurdles being faced by Chief Information officers (as described by Hurley (1996:5) suggests that Chief Information officers (or are normally responsible for the execution of information management) have more of a project orientated view by organization, than an executive strategic decision-making responsibility.
The first suggestion to Ngulube and sons are then to ensure that who ever executes the information management strategy, must have sufficient stature, visibility and executive responsibility for information management to play an imperative role. The second suggestion is to realize that although information should be managed, it is indeed the employees of the company that will ultimately drive the information management strategy i.e. it is every employees responsibility to firstly manage their own information, and then assist the company is creating effective networks of relationships with information that will be the success factor.
Information management is not about providing open and free information to all, but rather about ensuring that information is correctly disseminated amongst employees. That they know where to find information, who the subject matters experts are within the organization. Information management also include systems, understanding them, and able to link them to subtract information that is valuable in making decisions. Knowing your client base includes the possibility of providing unique customer solutions. That ultimately will increase a company’s return on investment.
Why should your organization develop an information management strategy, and what is the importance of information auditing and monitoring?
Information management is much more than just technology. Equally important is the business processes and practices that will ultimately produce and use the information to ensure that it is indeed a commodity.
Information management encapsulates:
• people
• process
• Technology
• content
Each of these (which is in essence the whole company) plays a vital role in the success of a information management strategy, that will enhance the company’s overall strategy. In other words the information management strategy ensures the execution of the company’s overall strategy (http://www.steptwo.com.au/papers/kmc_effectiveim).
The third suggestion to Ngulube and sons is that they realize the importance of information management strategy, which without information would be haphazardly happening within the organization.
By having an information management strategy, the organization can leverage and encapsulate its biggest asset – which is human resource. With the human resource (employees) comes the insights, experience and the input from information. Without the human input the information would simply leave the company the moment an employee leaves the company – since there was no strategy to capsulate the information that resides within each individual. Organizations like Google and Microsoft have realized in the 1980’s already the importance of not only recruiting correctly, but ensuring that the information which resides within the individual is capitalized.
According to Bollinger (2002:8): “Knowledge is a resource that is valuable to an
organization's ability to innovate and compete... strategic assets are the
critical determinants of an organization's ability to maintain a sustainable competitive advantage.” What this means is that when an organization selects an Information strategy they have the ability to compete within a global market that has easy access to information, and this will provide them with an added advantage.
Information auditing and monitoring
Information auditing stems from the concept of auditing holistically from a traditional scope of finance and accounting, but have now been integrated to information management. Information is therefore automatically assumed to be a commodity or resource which requires effective management.
Information auditing previously focused only on the identification of formal information resources, however later approaches now include organizational analysis (amongst others strategy) and the formal mapping of information and how it flows. We still prefer an holistic view – taking the whole organization into account. This will lead to a information systems architecture, process flows and projects identification.
The biggest aim of an information audit is to know where information resides within the organization, and how to apply that knowledge.
The fourth suggestion to Ngulube and sons is to understand the importance of information auditing.
The main objective of an information audit is according to Buchana and Gibb in their 2007 study of the subject matter (http://en.wikipedia.org/wiki/Information_audit):
• To identify an organization’s information resource
• To identify an organization’s information needs
• To identify the cost/benefits of information resources
• To identify the opportunities to use the information resources for strategic competitive advantage
• To integrate IT investment with strategic business initiatives
• To identify information flow and processes
• To develop an integrated information strategy and/or policy
• To create an awareness of the importance of Information Resource Management (IRM)
• To monitor/evaluate conformance to information related standards, legislations, policy and guidelines
Currently there are no fixed suggestions for the execution of an information audit, however a hybrid methodology may be suggested for Ngulube and sons that incorporate a 7- step heading:
• Set-up including project plan, communications, endorsements, business case and preliminary analysis
• Review strategic (internal and external) analysis and organizational (cultural) analysis
• Survey information users, identify Information Resources and map the information flow
• Account the cost/business benefits and value of Information Resources
• Analyze all findings
• Report on the production and dissemination of recommendations
• Guide towards development of an organization’s information management policy/strategy, establish the Information Audit as a cyclical process, monitor and control
It is important to note that the information audit will almost certainly lead to a Knowledge strategy and audit. Similarities between the knowledge and information audit methodologies can be noted however, as questionnaires, the development of an inventory, analysis of flow and a data map are here again used. Ngulube and sons need to carefully go through the information provided, and decide the budgetary possible costs which might be implied in a scenario given above.
Why is organizing information critical for information management?
When organizing information, three critical activities need to take place according to Bloodgood (2001:57), namely: creation, transfer and protection.
Creation refers to the actual creation of information, and more importantly to make knowledge explicit and tangible at the same time.
Transfer means to transfer the information and/or knowledge from one entity to another
Protection refers to protecting of the knowledge / information that will ultimately give the organization a protective advantage.
These three aspects can not be possible with the correct and systematic organizing of information. The suggestion to Ngulube and sons would be to perform an information mapping process to now where information resides, and how it is created, transferred and ultimately protected.
Information mapping refers to a research based approach of creating structured documents/ communication to map information. This is done by analyzing, organizing and presenting information according to the specific needs.
According to Horn (http://en.wikipedia.org/wiki/Information_mapping ) there are six common information mappings that can be linked to information “types”, namely:
• procedure
• process
• principle
• concept
• facts
• structure
Information mapping helps organizations to capture, communicate and manage information, and is vital to information management strategies and implementation. By doing information mapping we can assist the company to: Increase operating efficiency, improve customer service and comply with legislation where applicable.
When completed with the information organization, or mapping, we would be able to see content that is organized into easy to read labeled chunks. Procedure and operational steps are provided and easy to follow. Important information stands out. Critical decision points are clearly identified.
What tools can be used to organize information?
There are various tools to manage ones information within the organization. The most popular tools are software which one can purchase to assist in the information / knowledge management practices. However it is important to note that an organization can also build a customized internal program that can combine both technological and human interventions to leverage off. the organizing of information.
Key advantages of making use of information management software includes:
• Customer care improvement
• Customer support cost decreasing
• Staff is able to find or receive necessary information faster
• Decision-making process improvement
• Employees and departments work more efficiently
• Consolidation of staff members and groups
• Retention of intellectual property
• Reducing employee training time
• Knowledge accumulation and usage is a key to business success
(http://www.knowledgebase-manager.com/knowledge-management?gclid=CNuu6qm3vpsCFZgU4wodvBLUCQ)
Other tools that can be used by the organization to organize information include:
• rewards (as a means of motivating for knowledge sharing)
• storytelling (as a means of transferring tacit knowledge)
• cross-project learning
• after action reviews
• knowledge mapping (a map of knowledge repositories within a company accessible by all)
• communities of practice
• best practice transfer
• competence management (systematic evaluation and planning of competences of individual organization members)
• proximity & architecture (the physical situation of employees can be either conducive or obstructive to knowledge sharing)
• master-apprentice relationship
• collaborative technologies (groupware, etc)
• knowledge repositories (databases, etc)
• measuring and reporting intellectual capital (a way of making explicit knowledge for companies)
• knowledge brokers (some organizational members take on responsibility for a specific "field" and act as first reference on whom to talk about a specific subject)
• social software (wikis, social bookmarking, blogs, etc)
(http://en.wikipedia.org/wiki/Knowledge_management)
The tools for information organizing has very much to do with exactly that, organizing or coordinating / facilitating the “control” of information and knowledge.
Why are standards for information management necessary?
It is interesting to note that for all other aspects of the organization, most companies prefer not to have fixed standards for information management, and yet it is one of the most important tools any organization can have to propel itself into the future. The biggest scientific problem however is that due to information being such a dynamic and abstract concept, a suitable standard of practice is highly unlikely, but necessary.
The standards are very much dependant on the organization. Ngulube and Sons is unique (as is any other organization) in what they would require the standard to be. However it is imperative for the organization to set a standard for information management, and therein create a sustainable, well thought out process of information management.
Having a clear standard and vision gives the organization the ability to work towards their strategic goals. The information management standard will enable the companies overall standard and vision / strategy and thereby increase return of investment on any spending towards the information management endeavor.
What technologies are useful for Information management?
According to Wikipedia, there are five diferant types of technology that can be useful for information management, they are:
• document management (DM),
• collaboration (or collaborative software, groupware),
• web content management (WCM) (including web portals),
• records management (RM) (archive and filing management systems on long-term storage media), and
• workflow/business process management (BPM).
(http://en.wikipedia.org/wiki/Enterprise_content_management)
Document management refers to any sort of technology that can address issues such as: locating, filing, retrieval, security, disaster recovery, retain, archive, distribute and manage workflow of the organizations information.
Collaborative software is the software used where two or more people within an organization work together for a common goal by sharing knowledge, learning and building consensus. A intranet is a prime example of such a technology.
Web content management refers to the internet / intranet websites technology, software, usually implemented as a Web application, for creating and managing HTML content. It is used to manage and control a large, dynamic collection of Web material (HTML documents and their associated images).
Records management is any technology that stores records of the organization. The records management system may include classifying, storing, securing, and deleting information.
Workflow / business process management encompasses technologies that enable workflow to take place. The four mayor elements of workflow include the process engine, business analytics, content management and collaboration tools.
As can be seen from the above type of technologies a lot of inter-linked aspects are created with technology.
Which technology are most helpful for organizing, retrieving and disseminating (sharing) information within and outside the organization?
It is important to note that information management technologies are interlinked and no technology can be successfully executed with the other intersection. I will however discuss each of the type of technology towards its ability for organizing, retrieving and sharing of information.
Document management technology has an excellent ability to organize, retrieve and share information. The limitations with the technology is that one needs to facilitate the process and ensure that all users have access to the technology, and can indeed understand the “know how” of the technology on where to find what. This implies that although it relates very well to the three aspects, an interlinked assumption is made that all personnel within the organization understands and know how the technology works. This will imply that training and change management (if applicable) has been done.
Collaborative software is excellent in its ability to share information, but will have very limited organizing and retrieving capabilities. An example of a very straightforward collaborative software is MSN chat, that allows users to connect and share information with one another.
Web content management technologies has a very good ability to organize and share information, but limited retrieval abilities. For example once information is not deemed “important” it might be removed from a website, however the information might still be useful, but just not available.
Record management technologies has very good organizing and retrieval abilities, but very limited sharing abilities. This type of technology is however a cornerstone of information management.
Workflow / business process management technologies has average retrieving and very limited sharing abilities, but excellent organizing abilities.
As shown above, information management technologies is a very good enabler of information management practices. I would advise Ngulube and Sons to look at their information needs and preferably select a combination of technologies to ultimately drive their information management strategy.
What are the most critical human and technological resources you should seek to develop within your organization so that information is used effectively, efficiently and creatively to meet your goals?
The organizations culture will have to be of such a nature that information sharing is encouraged. If the culture does not provide for information sharing, any information management initiatives will be stifled.
Information management must be seen as a critical aspect of the business, not just another department trying to “change” things.
A separate department / resource must be created (or a consulting firm must drive the initiative) in order to make the information management sustainable. This will further enhance the visibility of the information management factors.
The technologies selected must be able to provide a return on investment and must be selected on the basis of its ability to address the overall strategic goals of the organization.
Information management need not be an expensive endeavor within the organization – creative ways can be facilitated to ensure that information is used effectively and efficiently .
Closing
In this assignment I have looked at why information is an important aspect, why it should be managed, why a strategy is required for information management, what tools and technology can be used in facilitating information management, the benefits of each type of technology and constantly provide Ngulube and Sons with practical objective advice.
Bibliography and references
Akhaven, P, Jafari, M & Fathian, M. 2006. Critical success factors of knowledge
management systems: a multi-case analysis. European Business Review, 1892):97-113.
Bloodgood, JM & Salisbury, WD. 2001. Understanding the influence of organisational change strategies on information technology and knowledge management strategies. Decision Support Systems, 31(1):55-69.
Bollinger, AS & Smith RD. 2001. Managing organizational knowledge as a strategic asset. Journal of Knowledge Management, 5(1):8-18.
Brockway, D & Hurley, M. 1998. Achieving IT success. Information Management &
Computer Security, 6(5):199-204.
Coghlan, L & Hurley, M. 1996. A profile of the information technology executive. Information Management & Computer Security, 4(1):5-9.
Doyle, DB & Du Toit, ASA. 1998. Knowledge-based enterprises: an overview. South African Journal of Library and Information Science, 68(3):90-98.
Grant, RM. 1997. The knowledge-based view of the firm: implications for management practice. Long Range Planning, 30(3):450-454.
Hayward, T & Broadly, JE. 1995. The role of information in the strategic management process. Journal of Information Science, 21(4):257-272.
Jain, P. 2006. Empowering Africa’s development using ICT in a knowledge management approach. The Electronic Library, 24(1):51-67.
Kaye, GR. 1993. Developing an information technology strategy: an example from distance learning in management. International Journal of Information Management, 13:355-371.
Mohamed, M, Stankosky, M & Murray, A. 2006. Knowledge management and information technology: can they work in perfect harmony? Journal of Knowledge Management, (10)3:103-116.
Quintas, P, Lefrere, P & Jones, G. 1997. Knowledge management: a strategic agenda. Long Range Planning, 30(3):385-391.
Randeree, E. 2006. Knowledge management; securing the future. Journal of Knowledge Management, (10)4:145-156.
White, HS. 1999. Librarians and information technology: which is the tail and which is the dog? Library Trends, 48(1):264.
Websites
http://en.wikipedia.org/wiki/Resource
http://www.steptwo.com.au/papers/kmc_effectiveim
http://en.wikipedia.org/wiki/Information_mapping
http://www.knowledgebase-manager.com/knowledge-management?gclid=CNuu6qm3vpsCFZgU4wodvBLUCQ
http://en.wikipedia.org/wiki/Enterprise_content_management
The new currency of the world is the relationship that exists, not only between humans, but also between information. If you look at the massive success rate of social networking in its various formats, it is indicative that we are on the verge of a massive revolution in the way we do business. Organizations would have to organize themselves in such a matter that they are able to comfortably distribute, understand, use and communicate critical information. Information now potentially resides everywhere, and the differentiating factor will be organizations ability to effectively manage information.
In this assignment I have selected to be a consultant that assist Ngulube and Sons with their information management request. I will look at why information is an important aspect, why it should be managed, why a strategy is required for information management, what tools and technology can be used in facilitating information management, the benefits of each type of technology and constantly provide Ngulube and Sons with practical objective advice.
Why is information an important resource and why should it be managed?
Information as a concept has a large amount of meanings and interpretations. Information could be seen as data, in its purest form, or it could be viewed as knowledge, meaning, perceptions and representations, all of which are very diverse and abstract notions. You also hear the terminology that we live in an “information age” – where information is everywhere and freely available. However the latest commodity is not information, but relationships or networking using information - new currency of the world are about not only information, but the ability to control or manage it within a network / relationship of people. In order for relationships to take place, one would need a “control” over information and seek out the relationships between data, knowledge, meaning, perceptions and representations. It is therefore critical that information, although freely and easily available, be seen as an important commodity that should be managed to simply receive best possible relationship / networking possibilities.
The definition of a resource, according to Wikipedia is; “A resource is any physical or virtual entity of limited availability, or anything used to help one earn a living. In most cases, commercial or even ethic factors require resource allocation through resource management.” (http://en.wikipedia.org/wiki/Resource)
Clear evidence indicate that those organizations that view information as a true commodity and ensures that once it is recognized as a commodity or resource, have far beter customer and employee satisfaction and that they should clearly manage that resource.
The definition speak around the fact that resources needs to be managed. Kaye (1993: 335) proposes various ways or strategies on how such a management process can take place, stipulating three distinct strategy tipologies: Rejection, minimization and adaptation. However the hurdles being faced by Chief Information officers (as described by Hurley (1996:5) suggests that Chief Information officers (or are normally responsible for the execution of information management) have more of a project orientated view by organization, than an executive strategic decision-making responsibility.
The first suggestion to Ngulube and sons are then to ensure that who ever executes the information management strategy, must have sufficient stature, visibility and executive responsibility for information management to play an imperative role. The second suggestion is to realize that although information should be managed, it is indeed the employees of the company that will ultimately drive the information management strategy i.e. it is every employees responsibility to firstly manage their own information, and then assist the company is creating effective networks of relationships with information that will be the success factor.
Information management is not about providing open and free information to all, but rather about ensuring that information is correctly disseminated amongst employees. That they know where to find information, who the subject matters experts are within the organization. Information management also include systems, understanding them, and able to link them to subtract information that is valuable in making decisions. Knowing your client base includes the possibility of providing unique customer solutions. That ultimately will increase a company’s return on investment.
Why should your organization develop an information management strategy, and what is the importance of information auditing and monitoring?
Information management is much more than just technology. Equally important is the business processes and practices that will ultimately produce and use the information to ensure that it is indeed a commodity.
Information management encapsulates:
• people
• process
• Technology
• content
Each of these (which is in essence the whole company) plays a vital role in the success of a information management strategy, that will enhance the company’s overall strategy. In other words the information management strategy ensures the execution of the company’s overall strategy (http://www.steptwo.com.au/papers/kmc_effectiveim).
The third suggestion to Ngulube and sons is that they realize the importance of information management strategy, which without information would be haphazardly happening within the organization.
By having an information management strategy, the organization can leverage and encapsulate its biggest asset – which is human resource. With the human resource (employees) comes the insights, experience and the input from information. Without the human input the information would simply leave the company the moment an employee leaves the company – since there was no strategy to capsulate the information that resides within each individual. Organizations like Google and Microsoft have realized in the 1980’s already the importance of not only recruiting correctly, but ensuring that the information which resides within the individual is capitalized.
According to Bollinger (2002:8): “Knowledge is a resource that is valuable to an
organization's ability to innovate and compete... strategic assets are the
critical determinants of an organization's ability to maintain a sustainable competitive advantage.” What this means is that when an organization selects an Information strategy they have the ability to compete within a global market that has easy access to information, and this will provide them with an added advantage.
Information auditing and monitoring
Information auditing stems from the concept of auditing holistically from a traditional scope of finance and accounting, but have now been integrated to information management. Information is therefore automatically assumed to be a commodity or resource which requires effective management.
Information auditing previously focused only on the identification of formal information resources, however later approaches now include organizational analysis (amongst others strategy) and the formal mapping of information and how it flows. We still prefer an holistic view – taking the whole organization into account. This will lead to a information systems architecture, process flows and projects identification.
The biggest aim of an information audit is to know where information resides within the organization, and how to apply that knowledge.
The fourth suggestion to Ngulube and sons is to understand the importance of information auditing.
The main objective of an information audit is according to Buchana and Gibb in their 2007 study of the subject matter (http://en.wikipedia.org/wiki/Information_audit):
• To identify an organization’s information resource
• To identify an organization’s information needs
• To identify the cost/benefits of information resources
• To identify the opportunities to use the information resources for strategic competitive advantage
• To integrate IT investment with strategic business initiatives
• To identify information flow and processes
• To develop an integrated information strategy and/or policy
• To create an awareness of the importance of Information Resource Management (IRM)
• To monitor/evaluate conformance to information related standards, legislations, policy and guidelines
Currently there are no fixed suggestions for the execution of an information audit, however a hybrid methodology may be suggested for Ngulube and sons that incorporate a 7- step heading:
• Set-up including project plan, communications, endorsements, business case and preliminary analysis
• Review strategic (internal and external) analysis and organizational (cultural) analysis
• Survey information users, identify Information Resources and map the information flow
• Account the cost/business benefits and value of Information Resources
• Analyze all findings
• Report on the production and dissemination of recommendations
• Guide towards development of an organization’s information management policy/strategy, establish the Information Audit as a cyclical process, monitor and control
It is important to note that the information audit will almost certainly lead to a Knowledge strategy and audit. Similarities between the knowledge and information audit methodologies can be noted however, as questionnaires, the development of an inventory, analysis of flow and a data map are here again used. Ngulube and sons need to carefully go through the information provided, and decide the budgetary possible costs which might be implied in a scenario given above.
Why is organizing information critical for information management?
When organizing information, three critical activities need to take place according to Bloodgood (2001:57), namely: creation, transfer and protection.
Creation refers to the actual creation of information, and more importantly to make knowledge explicit and tangible at the same time.
Transfer means to transfer the information and/or knowledge from one entity to another
Protection refers to protecting of the knowledge / information that will ultimately give the organization a protective advantage.
These three aspects can not be possible with the correct and systematic organizing of information. The suggestion to Ngulube and sons would be to perform an information mapping process to now where information resides, and how it is created, transferred and ultimately protected.
Information mapping refers to a research based approach of creating structured documents/ communication to map information. This is done by analyzing, organizing and presenting information according to the specific needs.
According to Horn (http://en.wikipedia.org/wiki/Information_mapping ) there are six common information mappings that can be linked to information “types”, namely:
• procedure
• process
• principle
• concept
• facts
• structure
Information mapping helps organizations to capture, communicate and manage information, and is vital to information management strategies and implementation. By doing information mapping we can assist the company to: Increase operating efficiency, improve customer service and comply with legislation where applicable.
When completed with the information organization, or mapping, we would be able to see content that is organized into easy to read labeled chunks. Procedure and operational steps are provided and easy to follow. Important information stands out. Critical decision points are clearly identified.
What tools can be used to organize information?
There are various tools to manage ones information within the organization. The most popular tools are software which one can purchase to assist in the information / knowledge management practices. However it is important to note that an organization can also build a customized internal program that can combine both technological and human interventions to leverage off. the organizing of information.
Key advantages of making use of information management software includes:
• Customer care improvement
• Customer support cost decreasing
• Staff is able to find or receive necessary information faster
• Decision-making process improvement
• Employees and departments work more efficiently
• Consolidation of staff members and groups
• Retention of intellectual property
• Reducing employee training time
• Knowledge accumulation and usage is a key to business success
(http://www.knowledgebase-manager.com/knowledge-management?gclid=CNuu6qm3vpsCFZgU4wodvBLUCQ)
Other tools that can be used by the organization to organize information include:
• rewards (as a means of motivating for knowledge sharing)
• storytelling (as a means of transferring tacit knowledge)
• cross-project learning
• after action reviews
• knowledge mapping (a map of knowledge repositories within a company accessible by all)
• communities of practice
• best practice transfer
• competence management (systematic evaluation and planning of competences of individual organization members)
• proximity & architecture (the physical situation of employees can be either conducive or obstructive to knowledge sharing)
• master-apprentice relationship
• collaborative technologies (groupware, etc)
• knowledge repositories (databases, etc)
• measuring and reporting intellectual capital (a way of making explicit knowledge for companies)
• knowledge brokers (some organizational members take on responsibility for a specific "field" and act as first reference on whom to talk about a specific subject)
• social software (wikis, social bookmarking, blogs, etc)
(http://en.wikipedia.org/wiki/Knowledge_management)
The tools for information organizing has very much to do with exactly that, organizing or coordinating / facilitating the “control” of information and knowledge.
Why are standards for information management necessary?
It is interesting to note that for all other aspects of the organization, most companies prefer not to have fixed standards for information management, and yet it is one of the most important tools any organization can have to propel itself into the future. The biggest scientific problem however is that due to information being such a dynamic and abstract concept, a suitable standard of practice is highly unlikely, but necessary.
The standards are very much dependant on the organization. Ngulube and Sons is unique (as is any other organization) in what they would require the standard to be. However it is imperative for the organization to set a standard for information management, and therein create a sustainable, well thought out process of information management.
Having a clear standard and vision gives the organization the ability to work towards their strategic goals. The information management standard will enable the companies overall standard and vision / strategy and thereby increase return of investment on any spending towards the information management endeavor.
What technologies are useful for Information management?
According to Wikipedia, there are five diferant types of technology that can be useful for information management, they are:
• document management (DM),
• collaboration (or collaborative software, groupware),
• web content management (WCM) (including web portals),
• records management (RM) (archive and filing management systems on long-term storage media), and
• workflow/business process management (BPM).
(http://en.wikipedia.org/wiki/Enterprise_content_management)
Document management refers to any sort of technology that can address issues such as: locating, filing, retrieval, security, disaster recovery, retain, archive, distribute and manage workflow of the organizations information.
Collaborative software is the software used where two or more people within an organization work together for a common goal by sharing knowledge, learning and building consensus. A intranet is a prime example of such a technology.
Web content management refers to the internet / intranet websites technology, software, usually implemented as a Web application, for creating and managing HTML content. It is used to manage and control a large, dynamic collection of Web material (HTML documents and their associated images).
Records management is any technology that stores records of the organization. The records management system may include classifying, storing, securing, and deleting information.
Workflow / business process management encompasses technologies that enable workflow to take place. The four mayor elements of workflow include the process engine, business analytics, content management and collaboration tools.
As can be seen from the above type of technologies a lot of inter-linked aspects are created with technology.
Which technology are most helpful for organizing, retrieving and disseminating (sharing) information within and outside the organization?
It is important to note that information management technologies are interlinked and no technology can be successfully executed with the other intersection. I will however discuss each of the type of technology towards its ability for organizing, retrieving and sharing of information.
Document management technology has an excellent ability to organize, retrieve and share information. The limitations with the technology is that one needs to facilitate the process and ensure that all users have access to the technology, and can indeed understand the “know how” of the technology on where to find what. This implies that although it relates very well to the three aspects, an interlinked assumption is made that all personnel within the organization understands and know how the technology works. This will imply that training and change management (if applicable) has been done.
Collaborative software is excellent in its ability to share information, but will have very limited organizing and retrieving capabilities. An example of a very straightforward collaborative software is MSN chat, that allows users to connect and share information with one another.
Web content management technologies has a very good ability to organize and share information, but limited retrieval abilities. For example once information is not deemed “important” it might be removed from a website, however the information might still be useful, but just not available.
Record management technologies has very good organizing and retrieval abilities, but very limited sharing abilities. This type of technology is however a cornerstone of information management.
Workflow / business process management technologies has average retrieving and very limited sharing abilities, but excellent organizing abilities.
As shown above, information management technologies is a very good enabler of information management practices. I would advise Ngulube and Sons to look at their information needs and preferably select a combination of technologies to ultimately drive their information management strategy.
What are the most critical human and technological resources you should seek to develop within your organization so that information is used effectively, efficiently and creatively to meet your goals?
The organizations culture will have to be of such a nature that information sharing is encouraged. If the culture does not provide for information sharing, any information management initiatives will be stifled.
Information management must be seen as a critical aspect of the business, not just another department trying to “change” things.
A separate department / resource must be created (or a consulting firm must drive the initiative) in order to make the information management sustainable. This will further enhance the visibility of the information management factors.
The technologies selected must be able to provide a return on investment and must be selected on the basis of its ability to address the overall strategic goals of the organization.
Information management need not be an expensive endeavor within the organization – creative ways can be facilitated to ensure that information is used effectively and efficiently .
Closing
In this assignment I have looked at why information is an important aspect, why it should be managed, why a strategy is required for information management, what tools and technology can be used in facilitating information management, the benefits of each type of technology and constantly provide Ngulube and Sons with practical objective advice.
Bibliography and references
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Websites
http://en.wikipedia.org/wiki/Resource
http://www.steptwo.com.au/papers/kmc_effectiveim
http://en.wikipedia.org/wiki/Information_mapping
http://www.knowledgebase-manager.com/knowledge-management?gclid=CNuu6qm3vpsCFZgU4wodvBLUCQ
http://en.wikipedia.org/wiki/Enterprise_content_management
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