Information Governance - Project Consult Unternehmensberatung ...

Information Governance - Project Consult Unternehmensberatung ... Information Governance - Project Consult Unternehmensberatung ...

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27.11.2014 Aufrufe

MIKE 2.0 Information Governance Plan © PROJECT CONSULT Unternehmensberatung Dr. Ulrich Kampffmeyer GmbH 2011 / Autorenrecht: Nov-13 / Quelle: PROJECT CONSULT 2 Accountability. Because of the ways in which information is captured–and how it flows across the enterprise, everyone has a role to play in how it is governed. Many of the most important roles are played by individuals fairly junior in the organization. They typically play a key role data capture stage and often cause–or see-errors on a first-hand basis. Certain individuals need to be dedicated to IG. These roles are filled by senior executives such as the CIO, Information Architects, and Data and Content Stewards. Efficient Operating Models. The IG approach should define an organizational structure that most effectively handles the complexities of both integration and IM across the whole of the organization. Of course, there will typically be some degree of centralization as information flows across the business. However, this organizational model need not be a single, hierarchical team. The common standards, methods, architecture, and collaborative techniques so central to IG allow this model to be implemented in a wide variety of models: physically central, virtual, or offshore. Organizations should provide assessment tools and techniques to progressively refine these new models over time. Records Management, Information Governance & aktuelle Trends Dr. Ulrich Kampffmeyer Records Management Fachtag 2013 61

MIKE 2.0 Information Governance Plan © PROJECT CONSULT Unternehmensberatung Dr. Ulrich Kampffmeyer GmbH 2011 / Autorenrecht: Nov-13 / Quelle: PROJECT CONSULT 2 A Common Methodology. An IG program should include a common set of activities, tasks, and deliverables. Doing so builds specific IM-based competencies. This enables greater reuse of artifacts and resources, not to mention higher productivity out of individuals. It also manifests the commonalities of different IM initiatives across the organization. Standard Models. A common definition of terms, domain values, and their relationships is one of the fundamental building blocks of IG. This should go beyond a traditional data dictionary. It should include a lexicon of unstructured content. Defining common messaging interfaces allows for easy inclusion of “data in motion.” Business and technical definitions should be represented and, just as important, the lineage between them easy to navigate. Records Management, Information Governance & aktuelle Trends Dr. Ulrich Kampffmeyer Records Management Fachtag 2013 62

MIKE 2.0 <strong>Information</strong> <strong>Governance</strong> Plan<br />

© PROJECT CONSULT <strong>Unternehmensberatung</strong> Dr. Ulrich Kampffmeyer GmbH 2011 / Autorenrecht: Nov-13 / Quelle: PROJECT CONSULT 2<br />

A Common Methodology.<br />

An IG program should include a common set of activities,<br />

tasks, and deliverables. Doing so builds specific IM-based<br />

competencies. This enables greater reuse of artifacts and<br />

resources, not to mention higher productivity out of<br />

individuals. It also manifests the commonalities of different<br />

IM initiatives across the organization.<br />

Standard Models.<br />

A common definition of terms, domain values, and their<br />

relationships is one of the fundamental building blocks of<br />

IG. This should go beyond a traditional data dictionary. It<br />

should include a lexicon of unstructured content. Defining<br />

common messaging interfaces allows for easy inclusion of<br />

“data in motion.” Business and technical definitions should<br />

be represented and, just as important, the lineage between<br />

them easy to navigate.<br />

Records Management, <strong>Information</strong> <strong>Governance</strong> & aktuelle Trends Dr. Ulrich Kampffmeyer Records Management Fachtag 2013<br />

62

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