1 Successful Implementation of Enterprise-Wide Information Governance ARMA Austin Monthly Meeting November 13, 2014 TAD C. HOWINGTON, CRM, FAI Manager, E- Records and Information Governance Kinder- Morgan Houston, Texas
2 Learning Objectives Foundation How to lay the proper foundation to begin Enterprise Information Governance including identifying the proper governance team, obtaining executive support, identifying an initial set of vendors to assist with strategy and planning Strategy Developing the proper strategy for information governance including the components, resources and policies that best fit YOUR organization Implementation How to develop and monitor the project plan to successfully implement information governance throughout the enterprise, how to leverage the vendor/partner, and monitor the return on investment Re-adjustment How to modify sections of the implementation when issues develop, strategies change, etc.
3 Information Governance Defined An accountability framework that includes the people, processes, policy, and technology to ensure the effective management of all information regardless of media or format in order to enable an organization to efficiently achieve its strategic goals and business programs.
4 Foundation Governance is an enterprise initiative, executive support essential! Create the Governance Council to build the strategy Leverage Vendor/Partners with governance experience to help guide eating the elephant
5 Vision Statement Adopt a vision for your program The visible future What do you want to look like in 3-5 years? Solicit formal input from key stakeholders through visioning What are key issues we want to address? Create Ownership with stakeholders Mitigate Risk and Achieve Compliance for the Company
6 Mission Statement Adopt a mission statement The why for the existence of RIM program Align with corporate mission and goals To develop a comprehensive RIM program and institutionalize the management of information assets to reduce risk and optimize costs.
7 Strategic Goals Begin to set strategic goals: Align RIM policies and procedures across enterprise Ensure timely access and retrieval of information Protect and preserve information for compliance with requirements Business continuity/disaster preparedness RIM training Others as needed Strategic Goals must align with mission
8 Importance of Information Governance Records are information assets and hold value for the organization. Organizations have a duty to all stakeholders to manage them effectively in order to maximize profit, control cost, and ensure the vitality of the organization. This requires: Setting and following organizational policies and best practices; Identifying who is responsible and accountable for managing records; Creating, communicating, and executing procedures consistently; Integrating best practices and process flows with other departments throughout the organization.
9 Information Governance Advisory Team The objectives of the Information Governance Advisory Team are to: Recommend and assist in the establishment of consistent records and information management policies, procedures, standards and requirements; Provide a forum for the discussion and resolution of records and information management issues; Provide a forum for identifying and facilitating collaborative approaches to records and information management initiatives throughout the Company; and Assist in communicating recommendations throughout the Company
10 Source: The Players
11 Technology Plays a Role Pace of technological change continues to accelerate Technology is a tool that enables both individuals and organizations Technology allows for instantaneous interactions Tends to maintain information not manage it
12 The Role of Technology Creates new opportunities & challenges Records vs. information vs. governance vs.?? Emphasis on efficient processes Security Technology is supposed to improve productivity Right?
13 The Role of Legal Compliance Ethics Litigation Discovery
14 The Role of Management More focus on The Bottom Line Cost containment everywhere Rightsizing to fit marketplace Emphasis on adding VALUE!
15 Governance Framework comprises six main elements all of which are necessary for success GOVERNANCE Policy Process Data Applications INFRASTRUCTURE
16 Infrastructure Proactive RIM approach to monitoring hardware, software and storage media in accordance to RIM policies Data migration and technology upgrades Become familiar with IT and key IT players in organization! Get a seat at the IT table
17 Policies and Processes Policies Gap assessment of policies Acceptable procedures for managing ALL information throughout enterprise Processes Review business processes for capturing records so they can be managed a part of routine business activities
18 Technology Data Where is all your data? File structures/taxonomies Life cycle assessment Applications Leverage what you have, if possible Analyze applications to see if they are capable of managing information according to policies
19 Typical Problems No assurance that junk will be destroyed and important records will be retained and accessible when needed Inconsistent handling of business records presents a legal risk Uncontrolled growth of record volume Focus on storing data but none on the management of electronic information!!
20 Typical Problems Records management program applies only to paper or other hardcopy records User-driven storage, retention, organization, naming practices of electronic information Few policies defining ownership and use of electronic systems and data Inconsistent practices cannot withstand scrutiny during litigation
21 Accountability Integrity Protection Compliance Availability Retention Disposition Transparency Generally Accepted Recordkeeping Principles* *Generally Accepted Recordkeeping Principles available at
22 Information Governance Maturity Model Based on the Principles and an established body of standards, best practices, legal and regulatory requirements Goes beyond the Principles by: Defining characteristics of information governance programs; Examining levels of maturity, completeness and effectiveness Guiding organizations in identifying gaps in current program
23 Levels of Maturity For each principle, the maturity model associates various characteristics that are typical for each of the five levels in the model: LEVEL 1 (Sub-Standard) This level describes an environment where information governance and recordkeeping concerns are not addressed at all, are addressed minimally, or are addressed in an ad hoc manner
24 Levels of Maturity LEVEL 2 (In Development) This level describes an environment where there is a developing recognition that information governance and prudent recordkeeping have an impact on the organization and that the organization may benefit from a more defined information governance program. LEVEL 3 (Essential) This level describes the essential, or minimum, requirements that must be addressed to meet the organization s legal, regulatory, and business requirements. Level 3 is characterized by defined policies and procedures and the implementation of processes specifically intended to improve information governance and recordkeeping.
25 Levels of Maturity LEVEL 4 (Proactive) This level describes an organization that has established a proactive information governance program throughout its operations and has established continuous improvement for it. Information governance issues and considerations are routinely integrated into business decisions. LEVEL 5 (Transformational) This level describes an organization that has integrated information governance into its overall corporate infrastructure and business processes to such an extent that compliance with program requirements and legal, regulatory, and other responsibilities are routine.
26 Accountability 26
27 Trends and Common Themes: Accountability Standardize protocols and procedures Manage Tribal Knowledge. Unify the variety of different processes from each legacy company and establish ways of handling data company-wide. Create defined roles and repeatable processes. Write or update policies, procedures, and standards
28 28 Maturity Rankings by Principle
29 Side Benefits of Assessments Realized sense of urgency Discussion starter with departments Teachable moments Departments want to continue to be involved Great PR for Records and Information Management (RIM)
30 Implementation Develop and Monitor the Project Plan Leverage Vendor/Partners Monitoring and Auditing Think Strategically, but implement Tactically
31 Leveraging the Vendor/Partner Treat the vendor(s) as partners for success Multiple vendors may be necessary (process/policy consultants, solution architects, technology implementers), make sure they all CAN work together Try to ensure both interests are met For technology, ensure mentoring is provided for inhouse, long-term deployment
32 Vendor/Partners: Observations Successful Governance: It is not measured by the deployment of a software solution A lot of deployments today are in a single unit or business process Most deployments require a multi-year engagement with the vendor Can the vendor stick with you?
33 Vendor/Partners: Observations Clients and vendors rarely speak the same language at the start Lots of vendors have a tactical sales focus, while the organization has technical/functional focus Vendors depend upon significant client knowledge resources because they don t fully know the client This results in differing early objectives that often mean implementations fail Vendor wants client success, but also a production reference Client wants to understand and be 100% sure of each step
34 Selecting a Vendor - Consider Vendor Do they have production clients Do they use their own products in-house Do they have experience with your business context Are they sending SMEs or Sales people to meet you What dedicated technical support do you get Will the vendor take part in strategy What experience beyond tactical implementations do their consultants have Is the vendor selling product, or do they understand your business problem and are offering a solution (software, processes and services)?
35 Monitoring and Auditing Monitoring and Auditing of Information Governance key to defensibility Establish processes for manual and automated monitoring and audit.
36 Monitoring and Auditing Examples of Monitoring/Auditing Program budget Program resource utilization Amount of information created v. amount disposed Amount of information initially captured for holds v. amount actually produced to courts Compliance with end user training Compliance with Physical Records Practices Attempted security modification of information Timeliness of disposition
37 Being Strategically Tactical Strategically plan for information governance; develop the overall vision and desired outcomes Eat the elephant one bite at a time Start with high risk, quick win or pain point Adjust processes and vision as lessons are learned from tactical implementations
38 Being Strategically Tactical Strategically plan for information governance; develop the overall vision and desired outcomes Eat the elephant one bite at a time Start with high risk, quick win or pain point Adjust processes and vision as lessons are learned from tactical implementations
39 Be Able to Adjust Ensure proper change management Be flexible enough to adjust when corporate strategies change
40 Ongoing Support Communication Formal and Information Governance Council meetings Training Feedback Flexibility Plans can change, overall goals and framework usually don t
41 Governance Benefits Tangible Examples Reallocation of existing e-storage space Reduction in purchase of NEW e-storage space Costs associated with e-storage management (electricity, headcount, backups, etc.) Reduction in off-site physical storage costs Reduction in outsourced e-discovery costs Others
42 Governance Benefits Intangible Examples Reduction in lost information Reduced time for users to locate appropriate information More accurate legal production Reduced or eliminated time for users to perform governance tasks (record declaration, hold management, disposition, etc.) Others
43 Samples of Governance Related Projects Enterprise Data/Information Map Share Drive Clean-Up Data Repository Standards /Communication Policies SharePoint Standardization Many Others
44 Dealing With the Changing Environment No one profession has all the answers! Collaboration in designing and implementing new electronic information programs Challenging the old paradigms Assessing the risks of new projects WE are leaders in implementing change Networking and learning from other colleagues experiences/knowledge base and skill sets
Implementing Enterprise Information Governance: A Practical Approach TAD C. HOWINGTON, CRM, CA, FAI MANAGER, RECORDS AND INFORMATION COPANO ENERGY HOUSTON, TEXAS 512.627.9181 Learning Objectives Upon completion
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