Enterprise Information Management

Transcription

1 Enterprise Information Management A Key Business Enabler July 2012

2 The Vision Auckland Council s vision is for Auckland to become the worlds most liveable city. In order to achieve this vision, it needs to provide local boards, electoral representatives and management with quality information in a timely manner as a basis to make informed decisions. To realise economies of scale, Auckland Council has initiated a number of projects to integrate and consolidate its systems. These projects will implement functionality to support and consolidate business processes. At the scale of Auckland Council s operations, achieving its objectives will not be possible without an enterprise wide Information Architecture to bind its system and processes

3 Key information related business questions Where is my information? How do I get it when I need it? Can I trust it? What does it mean? How do I get it in the form I need? How do I get it where it needs to go? How do I control it? How do I know what I don t know? How do I find it?

4 Enterprise Information Management for Auckland Council Enterprise Information will provide the right information at the right time to enable a more predictive decision making process as opposed to proactive or reactive approach in the future. The diagram below shows the three key business drivers and their associated value levers. Impact of Information Architecture and key value drivers Council Vision

5 Enterprise Information Mandate Value Proposition Execute business strategies more quickly and efficiently Reduce the costs of using, integrating, and sharing information Increase the accuracy and trust in our information Provide a single source of truth Ensure consistent information usage across business units and channels Create enterprise consistency around information and how it is used Ensure Council mission, vision, and objectives are part of information-level efforts Establish consistent and appropriate access to the definitions of information that drive our business

6 OUR CURRENT SITUATION

7 Complex Legacy Landscape with substantial duplication 650+ core applications documented in Systems Architect Estimated number of total applications is over 5, RFS systems Line of Business systems 9 GIS systems Spatial i, Intramaps, Eview, oneview, SmallWorld 15 records management systems Filenet, Trim, Alchemy, Dataworks, SAP Content Manager Many different reporting technologies SAP BI, Hyperion, Business Objects, Crystal Reports, SQL Server Reporting Services, Cognos

8 Significant transactional demand for information on our processes and systems 300,000 customer and phone interactions each month 14,000 internal service requests a month 10,000 building inspections per month 1400 HR requests per month ed invoices processed per month 15,000 paper invoices processed per month paper mail items processed per month not including junk mail 1.1 million s per day 1,100 faxes received centrally Lims processed every month These are increasing daily

9 EXISTING INVESTMENT

10 Existing Investments in People & Capability to support IM Business Information Management Team Enterprise Information data, policies & standards Records & Archives digitisation, copy, archives & records Print & Distribution mail, digital print. Data Services data quality & data administration Enterprise Applications Team Business Intelligence Data warehousing & reporting Property, Regulatory & Rates Pathways & others Geospatial applications Geo data support & analysis EDRMS System support Web Content management ERP SAP & legacy ERP Architecture & Security Team Enterprise Architecture, Security & Business Analysts

11 We could end up with the Winchester House! 38 Years of tactical Implementation!!! ( )

12 Or A World Class Outcome - Art Gallery Purpose built to meet many requirements Can meet stringent overseas lending criteria pieces of work can be displayed Can attract bigger exhibitions Restoration of historical building Extended display areas, high ceilings Using more natural light Earthquake proof Learning and research centre A strategically planned implementation, with requirements and architecture at the core of its success in Auckland

13 OUR VISION

14 Our Vision of Enterprise Information Management Information Architecture Vision: Is to ensure that Operational Practices and Information Management systems in Auckland Council are designed, built and integrated in a way which follows standards and best practices, and are aligned to the information needs of the business now, and in the future. Project Scope: Establish the foundation to establish / align the following capabilities and focus areas: Structured Capabilities Master Data Management Data Warehouse Data Integration Analytics and Reporting / KPIs and Dashboards Unstructured Capabilities Collaboration Records Management Search Document Management Focus Areas Organization Governance Processes and Operations Applications Technology/Infrastructure

15 Core Objectives for Information Management Establish data standards, prioritize issues, obtain and maintain and grow business engagement Monitor performance of IM solutions and quality of data to ensure the intended results are being delivered. Information Management processes defined and enforced to manage data throughout its lifecycle; creation to retirement and retention Processes Information Governance Technology /Tools Professional Discipline Support Services Performance Management Projects Portfolio Communication Manage communication within ISSP Initiatives / Projects and across Business led process improvement projects to ensure optimisation of spend Deploy the right technology, define the required support services, contracted and shape the execution of a portfolio of Investment Projects to improve Council s capabilities Establish an Information Architecture function and help recognise and clarify roles and responsibilities of our teams.

16 Key Components of Enterprise Information Management Business needs and requirements are imperative to enable new or mature existing EIM capabilities Governance Board that will provide strategic guidance and funding to ensure consistent implementation of governance policies, processes, standards and architectures Core EIM capabilities (MDM, BI & ECM) that provides strategy, including roadmaps, frameworks and supporting architectures to manage structured & unstructured enterprise information Supporting capabilities that provides business with on-demand access to complete, correct, consistent information and data for operational and strategic decisions Technical capabilities that provide frameworks to implement standard practices around metadata management, information security and retention

17 ROADMAP

18 High-level Roadmap and Impact for Council The following outlines the key achievements at the end of each of the project stages: Increasing Value Over Time Information Governance Organisation defined Information models, taxonomies, guidelines, standards and policies deployed across all key initiatives Information Governance deployed to standardisation and information quality Standard business and technology blueprints established Reuse savings incorporate into initial key initiatives Phase 1: Establish a Foundation Information Governance deployed across business areas impacted by key initiatives Data quality & performance metrics established Grow future state information architecture across IS initiatives Enhance internal delivery capability Stage 2: Mature Existing Capabilities Escalating business value is realized through updated capability based service lines Tie Information Management enhancement / contributions to performance contracts Stage 3: Develop New Capabilities

19 Implementation Roadmap Phase Phase 1 Establish foundation Phase 2 Mature existing capabilities Phase 3 Develop new capabilities Aim Establish Information Architecture function, establish initial governance organisation, deploy baseline IA & IM artefacts, and perform IA alignment across key initiatives. Grow governance organisation, deploy Information Architecture function and artefacts to a wider range of projects, and continue to grow the IA & IM models. Identify information requirements for operational improvement initiatives. Continuing governance and consolidation enforced by Information Architecture & Information Management. IM & IA becomes the driver for systems selected to improve alignment to business needs. Activities Establish the initial governance organisation and define its operating model Define standards, guiding principles, metrics Baseline Information requirements for each initiative e.g. RFS, Asset Deploy and grow information artefacts across key initiatives e.g. data models Define consolidated baseline future state architecture Provide Information Architecture & Information Management services for projects Establish business blueprint for key initiatives Defined detailed standards, guidelines and principles Main focus will be on processes and organisation Major IA strategies defined, Future state vision established Wider Business blueprint established Business Executive sponsorship obtained Setup a governance structure to create a joint vision and to drive a coordinated change process for the journey Identify business hotspot processes which need improvement Identify consolidation opportunities and align to business initiatives Refine governance processes and grow business governance organisation Monitor and enforce policies Monitor and regulate Information architecture to meet requirements Execute 2-3 major business hotspot process improvements Drive consolidation / federation of core IM technologies Drive information requirements of new systems implementations

20 Phase Phase 1 Establish foundation Phase 2 Mature existing capabilities Phase 3 Develop new capabilities Information Maturity View * Outcomes Information governance organisation and an information governance charter to provide guidance to the Information Architecture function and projects A core set of standards and policies established to drive consistency within projects An agreed governance roadmap A business blueprint for key initiatives that includes a set of initiative wide business information requirements A technology blueprint to enable consistency of technology delivery for information management including a consolidated future state information architecture for projects to implement A proposed information architecture programme (aligned to initiatives) A set of quick wins Improved information governance in areas impacted by change Increasing standardisation of information architecture across the business that continues to drive consistency and simplicity Reuse opportunities leveraged across key initiatives Improved standardisation of business intelligence tools and improved enterprise reporting capability Improved understanding and ability to find information through the growth of information models and process taxonomies Process improvements in hot spot business processes Data quality improvements in areas impacted by key initiatives Information architecture used to drive business information requirements Consolidation of Information systems Reuse opportunities leveraged across key initiatives Improvement in data quality and availability across council systems Process improvements in hot spot business processes

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22 Maturity Level Assessment

23 Methodology Auckland Council has utilised information maturity based on the Mike2.0 methodology to measure the effectiveness of information management. This provides a view of the current state versus future state opportunity. Mike2.0 is an open source delivery framework for Enterprise Information Management. The diagram below shows how MIKE2.0 describes the three layers of an organisation. SAFE - Strategic Architecture for a Federated Enterprise

24 Auckland Council Maturity Information Services have determined an information maturity level of 4 is required to meet Auckland Councils operational objectives in the longer term. Maturity Level June 2011 Required maturity Information Maturity Levels

25 Information Maturity Level Standards A Level 1 organisation has no common information practices. Any pockets of information management maturity that the organization has are based on the experience and initiatives of individuals. A Level 2 organisation has little in the way of enterprise information management practices. However, certain departments are aware of the importance of professionally managing information assets and have developed common practices used within their projects. At the enterprise level, a level 2 organization reacts to data quality issues as they arise. A Level 3 organisation has a significant degree of information management maturity. Enterprise awareness, policies, procedures, and standards exist and are generally utilized across all enterprise projects. At level 3, the information management practices are sponsored by and managed by IT. A Level 4 organisation manages information as an enterprise asset. The business is heavily engaged in information management procedures and takes responsibility for the quality of information that they manage. A level 4 organisation has many mature and best-in-class practices and utilizes audits to ensure compliance across all projects. A Level 5 organisation considers information to be as much an enterprise asset as financial and material assets. A level 5 organisation has best-in-class information management practices that are utilized across all enterprise projects. The distinguishing characteristic of a level 5 organisation is the focus on continuous improvement. At level 5, all data management practices and assets are regularly measured and the results are analysed as the basis for process improvement.

26 Our Maturity Goals Improve the customer experience Focus the new Council organisation and introduce process efficiencies Improve availability, quality and timeliness of information Takeout extra costs without adding additional risk But, we need to invest in capabilities which support the achievement of these outcomes

27 Governance

28 Enterprise Information Governance Mandate Vision, Mission and Objectives The Enterprise Information Governance Mandate and Charter sets the foundation for change at Auckland Council that will enable our corporate vision, mission, values, and strategic priorities. Information Governance Vision Information is a valuable enterprise asset, accurate and consistent in enabling business goals across the enterprise. Information governance builds a solid foundation of people, practices, processes, and standards which are used on a daily basis across pyramids to create a consistent enterprise view of Information. Enterprise Information Governance unites people, process, and technology to create a single source of the truth. Council treats Information Governance as a program; this is not a one-time project. Information Governance Mission Create enterprise governance that enables information confidence across Auckland Council

29 Definition of Information Governance Information Governance is the collection of decision rights, processes, standards, policies, and technologies required to manage, maintain, and exploit information as an enterprise resource. An effective Information Governance program includes the process by which the quality, consistency, usability, security, and availability of the organization s information is managed. Master information Management Information Governance activities: Information Strategy & Standardisation Content & Document Management BI / DW Enterprise information Management PMO Definition and alignment of information strategies to business objectives, measures and processes. Standardising and defining information in order to drive consistency of key business information across an organization BAU Information Enablement Information Maintenance & Compliance Providing scalable solutions for information management processes that enable information strategy and standardisation Defining, managing, and governing information and technology architectures required to support information standardisation and integration. Providing scalable services for information management processes that enable information strategy and standards Measuring and reporting information quality compliance

30 Information Governance Scope Information Governance encompasses all information captured, stored and used within Auckland Council, both for projects and business-as-usual. Unstructured data (no data model) Structured data (data model) DOMAIN OF INFLUENCE SCOPE OF INFLUENCE Source and capture information Store and Manage Information Shared Services BUSINESS TECHNOLOGY Access and act on information PROJECTS & BAU Information Governance allows business and technology to better work together and is required to support both business as usual (BAU) as well as projects. INFORMATION GOVERNANCE FRAMEWORK Principles Organisation Policies Standards Processes A robust framework for Information Governance consists of a number of interrelated components. These components ensure that there is a solid basis for Information Governance and streamlined support and processes to make Information Governance as simple as possible. Performance Indicators Technology (backbone)

31 A hybrid model is proposed, with centralised control over information common across Council A hybrid model is proposed with centralised control over information common across Council and business unit level control over business-specific information Accountabilities Executive Sponsor Information Governance Board Shared Information Control Responsibilities Roles Core Information sets e.g. Customer, Property, Asset Management Business Unit-specific Information Control Accountabilities Responsibilities e.g. Dog licenses, Ratings Roles Support 5 Audit & Compliance Functions 6 Specialist Functions 7 Information Custodians

32 PROCESS & INFORMATION MANAGEMENT STREAM

33 EIA Components impact on the phases of the SDLC

34 Auckland Council Subject Areas Model

35 The table below is an illustrative demonstration of the potential reuse opportunities across a small selected set of information management capabilities. Master Data Management Business Intelligence Initiative Customer Property Management (rating & regulatory) Customer Interaction and RFS Consolidation Asset Management Desktop Replacement Planning Programme Opera Data Prop Addr Analy tional Asset GIS Ware erty ess tics Data house store [h1] Custo mer Enterprise Content Management The key initiatives provide an immediate opportunity to apply reuse through alignment of solution implementations to a common set of requirements. By applying a model driven approach to systems implementations, integration of systems will simplified and information reporting requirements can more easily be met.

36 EDRMS Systems Context Diagram Information Centric

37 Information Architecture

38 And the Journey continues We are in the second phase of our Information Management project. Benefits are already being realised through standards, policies and data quality controls being deployed. Enterprise Information Management will drive better decision making for council now and in the future Thank you

39 Questions