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Zach Wahl February 15, 2012 The Keys to Successful Information Governance 1.

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Presentation on theme: "Zach Wahl February 15, 2012 The Keys to Successful Information Governance 1."— Presentation transcript:

1 Zach Wahl February 15, 2012 The Keys to Successful Information Governance 1

2 Agenda Governance Overview –The Challenges –The Benefits The Keys to Successful Governance DFAS Case Study Governance Best Practices 2 2

3 Governance as a Constant Governance should be a constant within your organization: –Project Governance –System Governance –Content Governance Leverage governance as a facilitation and communications tool. “Sell” governance as an enabler instead of encumbrance. 3

4 How You Picture It… 4

5 The Reality 5

6 Benefits of Governance Creates boundaries, reinforces authority, clarifies roles & responsibilities. Resolves ambiguities; outlines a common set of principles and a framework within which to achieve shared goals. Ensures consistent decision-making that supports the long-term vision of the system. Simplifies maintenance and reduces rework/cleanup, saving time and money. Effective governance will help you to ensure the hard work that went into an initial design has not been lost. The stage of maintenance and evolution is where many organizations are currently failing. You must recognize that once you’ve designed your system and populated it with content, your job has just begun. There will always be new or different content and functionality needs to which you must respond. Managing these needs effectively will ensure the long- term sustainability of your system. 6 6

7 Benefits of Governance Project Governance: –Define clear lines of authority. –Engage end users. –Manage change. –Define/maintain scope and schedule. System Governance: –Consistently sustain and evolve system. –Give users a voice. –Keep system healthy and users happy. Content Governance: –Keep content NERDy (New, Essential, Reliable, Dynamic). –Maintain overall findability. –Ensure effective use and reuse. 7 7

8 Sustainability Initial efforts can quickly be degraded without effective governance. Lack of oversight will result in content quality, naming, and findability issues. Lack of coordination will result in duplicated, inappropriate, or incorrectly placed content. Time from Rollout (months) Documents in Directory: 10,000 Folders in Directory: 90 Directory Depth (Levels): 4 Duplicate Content: 0 Documents in Directory: 20,000 Folders in Directory: 150 Directory Depth (Levels): 7 Duplicate Content: 5,000 Documents in Directory: 40,000 Folders in Directory: 250 Directory Depth (Levels): 15 Duplicate Content: 15,000 8 8

9 The Keys to Governance 9

10 Identify Project/System/Content Objectives and Business Case –Clearly define the scope –Set expectations upfront –Sell constituents on why they need it (both governance and the larger system) Define Project Roles and Responsibilities –Give people ownership within the project –Set up domains of responsibility Create High-Level Policies and Procedures –Decision-making processes and rules –Security Rules –Global Settings Provide Communication and Education –Give users the ability to learn about the project/system/content –Create two-way communications and prove it means something 10

11 Objectives, Business Case, and Value Statement The standard value statement is not sufficient – “We want to make it easier for our users to find information” Specify details that will set expectations and control scope: –What information? –Where is it located? –Who is it for? Who are your users? –What is the return on investment? –What is the business value? 11

12 Roles and Responsibilities Establish groups, authorities, and responsibilities. Clearly outline expectations for each role/group. 12

13 Policies Define simple policies that can be easily followed and will support the long-term sustainability and usability of the taxonomy and content. Folders Empty folders will be immediately deleted or hidden Folders with less than three documents will be deleted or hidden and their content will be promoted to the next level No more than 12 subfolders at each level No acronyms or abbreviations in folder names Content No duplicate content in the system No “irregular” security No content that will not be of value to others No outdated content (No older versions of current document) Metadata All metadata values must be powered by standard taxonomies No acronyms or abbreviations in document names Do not duplicate information in any fields 13

14 Procedures Componentized procedures for the create/edit/delete of any system component. Map process to established roles and responsibilities as well as decision points. Review procedures for governance team to maintain system quality. 14

15 Communications, Education, and Marketing 15 Give users the ability to learn about the project/system by a range of means: –One-on-one meetings –Live presentations –Documentation –Animated Tutorials –Context Sensitive Help –White Papers Create two-way communications and prove it means something –Document decisions and archive all input –Make all feedback available to end users –Provide means of communication via the system Market the value of the system and effective metadata use – mandates will not be sufficient 15

16 Communications and Engagement Cycle 16

17 Translating Communications into Action 17

18 Communicating Performance 18

19 Focus on the Business 19

20 Case Study 20

21 About DFAS Mission: Provide responsive, professional finance and accounting services for the people who defend America –Process 104M pay transactions to 5.9M military, civilians, retirees and annuitants –Pay 12.6M commercial invoices –Manage military and health benefits funds ($234B) –Make an average of $455B in disbursements to pay recipients 21

22 DFAS Information Configuration 1.Content Managers submit documents and create folders Document Management Enterprise Intranet Employee Directory Collaboration News Feeds 2.Documents Reviewed for 508 Compliance and published 3.Enterprise search, navigation, and tagging. 22

23 Issue Identification Document Management Enterprise Intranet Employee Directory Collaboration News Feeds Users were not finding the information they needed to do their job! Browse experience was confusing and difficult Search returned the “wrong” documents 23

24 Issue Identification Taxonomy –No naming conventions –No creation review process –No overlying strategy Documents –Duplicate and outdated materials –Cumbersome metadata requirements with no quality control As a result: Non-intuitive folder structure built along organizational lines “Siloed” content where only owners could find it Dilution factor from mass of low-value content Poor search results from inconsistent/nonexistent metadata The technology worked, the process did not! 24

25 Issue Identification Taxonomy design went 14 levels deep Folder names included “Misc.”, “Other”, and “Docs” Metadata was copied from field to field Over 8,000 documents in system, with less than 3,000 opened more than a few times in last 6 months 25

26 Clearly stated Value Statement that sets user expectations and helps them to understand and exploit the full benefits of the system, as well as the governance model itself. Policies and Procedures defined and easily accessible as a quick reference for all constituents. Education, training, and marketing materials all readily accessible via the intranet along with an established annual communications and prioritization cycle. Established roles and responsibilities to maintain the system, respond to requests, populate and maintain content, and conduct regular quality audits. Governance at DFAS Applied clear governance design to project, system, and content. 26

27 Accomplishments Users now understand the system and are finding what they need through search and browse. Content is no longer hidden in verticals. Taxonomy Team is using governance procedures to evolve the taxonomy. System usage and user approval have both gone up. 27

28 Best Practices 28

29 Establish a Steering Committee Ensure participation from across the enterprise –IT stakeholders –Director-level business heads, business managers –Subject matter experts Establish a charter with clear lines of authority and responsibilities. Involve the project sponsor as an active chair and facilitator Spawn implementation committees, working groups, task forces as needed to investigate issues and options, make recommendations –Design & Usability reviews –Identity management/authentication –Taxonomy & Content Management –Metadata Design Meet on a regular (monthly or quarterly) basis 29

30 Distribute Ownership Although some decisions (e.g., technology, categorization approach) should be made by a central body such as a Steering Committee or Program Office… Information systems touch too many stakeholders and lines of business to centralize all decisions and development. Get buy-in from across the enterprise (upper management, IT stakeholders, business managers, end users). Clarify who owns which policies; ensure they can enforce and audit compliance. Reassess ownership at key points. 30

31 Focus on the End User Are your decisions benefiting the end user? More is not better. Balance the needs of sustainability against service to the end user. –Don’t make it too difficult to make change –Agree upon consistent response times Talk to your users. 31

32 Employ Active and Passive Analytics Active (Survey/Interviews) –Perform online and in-person interviews –Provide feedback mechanisms on every screen –Conduct pre- and post-rollout surveys Passive (Usage Monitoring) –Identify components that are not being used in order to address improvements –Alert administrators to empty folders, too many documents, or a proliferation of other components –Identify most popular components in order to learn from them –Identify the terms users are searching for and the folders in which they are browsing to provide similar content –Identify inactive users to address their issues 32

33 Zach Wahl Vice President of Strategic Solutions Project Performance Corporation Email: Phone: 703.748.7082 Web: Twitter:!/ZacharyWahl 33

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