Information Assets – What are they?

Information Assets

Information Assets – Hidden pots of Gold.

The National Archives (TNA) has evolved a working definition.

“An Information Asset is a body of information, defined and managed as a single unit so that it can be understood, shared, protected and exploited effectively”

In other words information assets have recognisable and manageable value, risk, content and lifecycles.

So far this is obvious, but what do you do next? I suggest that you spend a few hours to try to define the information assets you have in your business and then record these in an information asset register.

To assist in creating and maintaining an information asset register, TNA developed a template. It addresses these issues:

  1. Who has to be able to find the information?
  2. What resources do they need to be able to access and open it?
  3. How is one able to use or work with this information?
  4. Is it possible for users to understand what the information is, and what it is about?
  5. Can you trust that the information is what it says it is?

An Information Asset Register is valuable to you and to your business because it can help prevent errors, omissions, misunderstandings and any number of blind alleys. As an optional extra, I recommend that you also identify the technical dependencies of your information assets, because future changes to technology will impact how you access and use the information, and vice-versa.

What next?

Once you have worked out what your information assets are, you could also think about:

  1. An Information Risk Register, which can be a simple spread sheet; shared and updated regularly, it could encourage wider interest in Information Management and Security.
  2. An information audit; but starting with an information survey is simpler. This is also an opportunity to map the technology detail for your most valuable information.
  3. Conduct a review of the challenges and costs of storing your information. You might find some obvious savings when looking at your information slightly differently.
  4. Identifying what is redundant, what is out of date, and what needs to change. Why do we hang onto so much information “just in-case”? Often the answer is because we have never taken a moment to think about it.
  5. Reuse and de-duplication of your information. I guarantee you’ll be shocked when you look at the amount of unstructured information on shared drives, and see the amount of wasted effort to recreate that which already exists.

Interested to know more?

The National Archives has loads of guidance on their Website about Information Asset Registers, the role of Information Asset Owners, how to map information to business needs, and how to map technology dependencies.

Have a great week.

Adam

About the Author: Adam Blackie is an author and a professional Interim Manager who leads information management teams through their change programmes. He works with organisations in the UK to change the way technology is used by staff and their customers.

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Why information management is important.

Old Phone

What is the right number?

I have noticed that business managers generally ignore or misunderstand the term Information Management (IM); and when I talk about IM Strategy their eyes glaze over and the subject is changed. So here is a simple example of where IM will save you time if you get it right.

Imagine three systems in your business, let’s say the Intranet, HR system and email. All three contain contact details for your staff. The phone numbers are configured as follows:

 

HR System

Staff Intranet

Email Contact Lists

Work

01727   812673

+44   172 781 2673

01727   812 673

Fax

+44   172 781 2674

Mobile

07941   270640

+44   7941 270640

07941   270 640

Now imagine what happens when you want to introduce a system like Lync from Microsoft, a great product that integrates into a number of applications to enhance communications. When installed, it will occasionally fail in a random way, not because it is a poor product, but because the information across the business is inconsistent.

In a world where information is increasingly connected, it is vital to have robust and consistent information in your organisation and IM helps us to pay attention to this important but dull detail.

Have a great week.

Adam

About the Author: Adam Blackie is an author and a professional Interim Manager who leads information management teams through their change programmes. He works with organisations in the UK to change the way technology is used by staff and their customers.

Posted in information assets, Information Management, leading change | Leave a comment

7 Agile habits to avoid

Agile Developemnt

Agile Development or Lack of Planning?

The following might help explain some of the issues around project delivery in your organisation.

These habits will develop over time, against a background of rapid organisational change. Therefore, entirely understandable.

You will not notice it happening, but once embedded these habits are difficult to break.

1. Your managers have a tendency to reward “Heroic Rescues” above “Flawless Planning”. How many times have staff been congratulated for helping to avert a disaster, whilst routine project delivery is ignored?

2. Agile project delivery is used as a reason for “no planning needed”. Are project business cases a rarity and budgets constantly reassessed?

3. Micromanagement is the most common style. Is there now a lack of creativity from some staff?

4. Many simultaneous projects with interdependencies has led to the design of centralised project management tools whose focus is on gathering management information. Is it a  chore to use the system, so people don’t?

5. Responsibility based governance structures are absent, this is sometimes described as “collaborative decision making”. Is this an ideal situation when the organisation needs action?

6. There is a tendency to always say yes to internal customers, even when their requests are conflicting, unplanned or unreasonably difficult. Have systems become overly complex because they accommodate all requests where possible; where almost nothing is standard?

7. Incoming staff have difficulty coping with the uncertainty of your processes.  Is “How do I do X” a phrase that you hear every day?

In the short-term, some strong project management helps to overcome the above, however, a Program Management Office is probably needed to change habits in the long run.

Have a great week.

Adam

About the Author: Adam Blackie is an author and a professional Interim Manager who leads information management teams through their change programmes. He works with organisations in the UK to change the way technology is used by staff and their customers.

Posted in Agile, change management, Implementing Change, Leadership, leading change, project management, teamwork | Tagged , , , , , | 2 Comments