Enterprise Information Architect

Operating Model (Part 4)

This Part 4 of a multi-part post on the setup of an Information Management program, you can start the series with Part 1 –   Information Management Program Setup.

An operating model for an information management program is a diagram that depicts the major roles or role groups within the program and how decisions are made within the program. The operating model describes how an organization operates across business, information and technology domains.

Operating models are key artifact for new information programs or information transformation programs. The model describes what is important for the program and the drivers at each level of the program. Developing an operating model requires input from executives sponsoring the program, business stakeholders and technology leaders.

The six segments of the operating model frame that I develop for programs are:

• Executive Sponsorship

• Steering Committee

• Program Office

  • Change Management

  • Communication Management

  • Portfolio Management

• Solution Delivery

  • Data Management and Architecture

  • Platform Services

  • Line of Business Solutions

• Infrastructure and Operations

• Maintenance and Support

The image below is sample depiction of a program operating model.

The operating model does not necessarily translate into an organizational structure, but it does describe how the roles and role groups cooperate and collaborate within the program context. The operating model is a tool in the dialogue between business and IT.

Executive Sponsorship:

The most effective information management programs are programs that are initiated or sponsored by executive leadership. I would hesitate moving an program development project ahead if executive sponsorship and funding has not been secured for a program. Executive leadership and sponsorship is integral to getting the next level of the operating model developed, Steering Committee, and for long-term viability of the program.

Steering Committee:

A program steering committee is made up of the key stakeholders for the program across business and technology groups.  The steering committee is responsible for the overall governance of the program.  It may spawn sub-committees to govern specific program topics, capabilities or initiatives.  Most information management program steering committees should be weighted toward business stakeholders over technology stakeholders.  The steering committee should ensure that the program is directed to solving business problems, seizing business opportunities and driving towards a business that is information driven.

Program Office:

The program office is responsible for the management of the program, it is typically responsible for organizing and running activities across the program and reporting to the key stakeholders in the program.  The Program Office typically organize and run the steering committee meetings, coordinate any governance councils activities and manage the financials for the program.

Other key responsibilities for the Program Office include:

• Change Management – is the practice of assisting in the transition for current state to future state.  This normally includes training users on new processes, policies and solution functionality.  The Program’s Change Management function works closely with the Portfolio Management concerning timing of solution releases.

• Communications Management – is the practice of producing consistent and targeted internal and external communications related to the program --- it is the marketing arm of the program.

• Portfolio Management – is the practice of managing the programs portfolio of projects.  Portfolio Management works very closely with Solution Delivery’s Release Management function to insure that projects remain on track and that cross dependencies are not jeopardized. Portfolio Management coordinates both horizontal (data, services and infrastructure) releases with vertical (line of business) releases.

The three functions above must work very closely, in small programs this functions may be filled by on individual, in very large programs there may be a team for each function.

Solution Delivery:

The Solution Delivery segment of the program is where data and services are married to form line of business solutions. A brief description of these functions is included here, a very detailed post for each of these functional areas is forth coming in future posts.

• Data Management and Architecture – is responsible for the acquisition, integration, quality and structure of data for the program.

• Platform Services – is responsible for the supporting technical capabilities for the program which may include the extract, transform and load (ETL) tools, data publishing interfaces and reporting tools.

• Line of Business Solutions – is responsible for assembling data and leveraging the platform services to create business solutions.  Business solutions are typically reporting and analytic solutions, but may include data entry and data management capabilities. 

Solution Delivery must be a well oiled machine in order to deliver business solution that achieve business value in a timely manner.  Again, I will deep dive on this segment of the program in future posts.

Infrastructure and Operations:

I have combined Infrastructure and Operations functions into one mainly for convenience in talking about the functions with the program.  In the next post we’ll talk about the organizational model for the program where these functions are often separated, but it all depends on the organization.

Infrastructure – is responsible for the hardware, core software and networking components for the program.  This function will work very closely with Solution Delivery to ensure that the technical infrastructure can handle the workload to meet defined service level agreements (SLAs) for line of business solutions.

Operations – is responsible for the running and monitoring of the solutions within the technical infrastructure.  Operations is responsible for managing the solutions within to meet there defined SLAs.

Maintenance and Support:

The final role and often forgotten role is a program is Maintenance and Support.  Maintenance and Support is responsible for supporting the users of solutions produced by the program.  Maintenance and Support is often forgotten within a program design and Solution Delivery is left to support the platform services and line of business solutions produced.  This is typically not the most efficient use of resources and can jeopardize the delivery of new solutions.  Support should be handled by a separate function away from Solution Delivery.

Maintenance – is responsible for break/fix and patch releases to solutions.

Support – is responsible for handling user incidents, triaging incidents for the program.

Maintenance and Support is key to having a well oiled program, without it smooth agile solution delivery is difficult to achieve.

 

 

 

The series continues with Part 5 – Organizational Model (coming soon)

 

Technorati Tags: Information Management,Program Management

Vision and Mission Statements (Part 3)

This Part 3 of a multi-part post on the setup of an Information Management program, you can start the series with Part 1 –   Information Management Program Setup.

Information Management (IM) program’s vision and mission statements have a distinct purpose in setting the tone and objectives for the program’s operational, organizational and governance models.  These statements should guide the what, who and how of the program models.

The Vision Statement is an aspirational statement of what the IM program expects to provide to the organization.  The statement has two parts, the aspiration and the “so that”.  Typically this aspiration for the organization to become something more analytical, data driven, or data quality obsessed.  The “so that” is the result of the aspiration and typically is related to the ability to make better, faster decisions,  proactive decisions, or capitalize on opportunities.  

Example: Transform the marketing organization into a data-driven organization able to capitalize on untapped or under-tapped markets.

A Mission Statement defines the IM program’s purpose and key objectives. Its focus is internal and defines the key measures for the program’s success. The mission statement should be actionable, you should be able to align all of your program’s projects or initiatives to the mission statement, if you can’t you probably shouldn’t be doing that project.

Example: To be the best collection, collation and quality of marketing data that is available and actionable by the sales and marketing team.

 

 

The series continues with Part 4 – Organizational Model

 

 

Technorati Tags: Information Management,Program Management

Holistic or Organic Information Management Programs (Part 2)

This Part 2 of a multi-part post on the setup of an Information Management program, you can start the series with Part 1 –   Information Management Program Setup.

Is your Information Management program organic or holistic?

Organic [ awr gánnik ] - developed naturally: occurring or developing gradually and naturally, without being forced or contrived.

Holistic [ hō lístik ]  -  analyzed whole systems: characterized by the view that a whole system (e.g. ecosystem, IT system, belief system) must be analyzed rather than simply its individual components.

Rarely are Information Management programs initiated holistically, most organizations I’ve worked with have organic programs.  They start out of necessity to resolve a data related problems and over time the programs grow, organically, adding people and technology to solve additional data issues or deliver information solutions.  The problem with organic programs is that they generally lack sufficient structure and discipline, and as the programs grow the lack structure begins to create fissures, faults and at times complete meltdowns.

Organic programs that have inertia come to a tipping point where  they implode or they shore up their foundational structures, set up a set of zoning rules (governance) and organize to meet their challenges and business requirements.  Moving organic programs to a holistic programs, is not a simple task but with a defined process can be accomplish relatively rapidly.  The biggest issue is recognizing that a move is necessary before the tipping point occurs.

As the definition above indicates one has to consider all of the components of a system and their interaction rather than relying on the strength of individual components like the tribal knowledge of the individuals that created the program or the technology that supports the program.

  There are four key components in any program, People, Process, Products and the Program itself.  Many times you’ll see this referred to as People, Process and Technologies, I just think that four-P’s is more memorable and because the technology is likely a product either purchased or built to deliver solution(s).  I’ve also seen People replaced with Skills or Capabilities, but that’s just too impersonal.

The diagram to the right depicts how a Program supports the People in your organization that act upon a set of Processes using Products that derive business value through delivered solutions.

The implementation of a Information Management program requires the creation or refinement of the following components:

• Vision - a statement that expresses the aspirations and goals for the program
• Mission- a statement of the objectives for the program
• Operating Model - what work will be done by groups within the program
• Organizational Model - how and who will do the work
• Governance Model - how the work will be managed

Additionally, a set of processes will need to be established or refined from the existing holistic program some of these processes include:

• Status Reporting & Metrics
• Issues & Risk Management
• Change Management
• Budget & Finance Management
• Corporate Alignment
• Stakeholder and Approval Management
• Meetings & Communication Management
• Project Chartering

 

The series continues with Part 3 – Vision & Mission Statements

Technorati Tags: Information Management,Program Management

Information Management Program Setup (Part 1)

One of the first thing I want to do with this site is to provide a Information Management (IM) Program Framework.  Within this program framework will be a number of models and sub-frameworks that I’ll introduce such as a Operational Model, Governance Model, Data Management Environment framework,  and Reporting and Analytics framework. 

This is the first in a series of posts that defines a process for setting up an IM program, the establishment of a IM  framework will set the context for a majority of the content found on this site. All maintain a glossary of terms, which can be referenced from the Glossary page found on the navigation bar.  All diagrams posts will be added to the Images page also found on the navigation bar.

This post is part of a multi-part post that outlines the setup of an Information Management Program.

• Part 1 – Information Management Program Setup
• Part 2 – Organic & Holistic Information Management Programs
• Part 3 – Vision & Mission Statements
• Part 4 – Operational Model
• Part 5 – Organization Model
• Part 6 – Governance Model
• Part 7 – Program Processes

 

Technorati Tags: Information Management,Program Management

Site Introduction

The Enterprise Information Architect site is a collection of personal observations, opinions and practices in the field of Information Architecture and Management. The focus of this site on the two main disciplines that I specialize on in this field: Data Management & Architecture and Business Intelligence and Analytics. Within these disciplines the concentration will be on the people, processes and technology needed to implement and execute a successful enterprise information management (EIM) program. The content of the site covers a wide range of topics across the EIM field including:

• Data Architecture
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• Data Marts and Cubes
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• Data Quality Management
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• Master Data Management
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• Program Management and Organization

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