The Practice of Information ArchitectureIt takes a village of practitioners to raise a discipline

Nathaniel Daviswww.methodbrain.com/dsia

IA Summit - 2010 Version 1.1

About Me:

- Web Development since 1994- Information architecture since 2000- Exploring IA theory and practice since 2007

“It takes a village to raise a child.” - unknown

“It takes a village to raise a child discipline.” - Me

of practitioners

System

System

Discipline

Discipline Contribute

Contribute

ContributeDiscipline

Area of Interest

Area of Interest

Area of InterestContributesDiscipline

Intention

Intention

How does the fieldof IA measure up?

IntentionArea of InterestContributeDiscipline

Who are we?

LonersGypsies

Bohemian

IntentionArea of InterestContributeDiscipline

Our intentions areloosely tied

IntentionArea of InterestContributeDiscipline

IA field lacks collective intention:

- Individual- IA Organization

- IA Field

IntentionArea of InterestContribute

Discipline Consensus

Change the culture of just “doing” IA

- Practice IA efficiently- Understand business

IntentionArea of InterestContributeConsensusDiscipline

How?

IntentionArea of InterestContributeConsensusDiscipline

Organize your practice.Eureka!

IntentionArea of InterestContributeConsensusDiscipline

Concept of Practice

The collective behavior of intentional empirical probing around an area of interest; whereby the contribution of documentation of discovery enables consensus that builds and reinforces discipline around such behaviors.

- Intention- Area of interest- Contribute- Consensus- Discipline

Practice

Concept of Practice

The collective behavior of intentional empirical probing around an area of interest; whereby the contribution of documentation of discovery enables consensus that builds and reinforces discipline around such behaviors.

Practice- Intention- Area of interest- Contribute- Consensus- Discipline

- Intention

Concept of Practice

The collective behavior of intentional empirical probing around an area of interest; whereby the contribution of documentation of discovery enables consensus that builds and reinforces discipline around such behaviors.

Practice- Intention- Area of interest- Contribute- Consensus- Discipline

- Area of Interest

Concept of Practice

The collective behavior of intentional empirical probing around an area of interest; whereby the contribution of documentation of discovery enables consensus that builds and reinforces discipline around such behaviors.

Practice- Intention- Area of interest- Contribute- Consensus- Discipline

- Contribute

Concept of Practice

The collective behavior of intentional empirical probing around an area of interest; whereby the contribution of documentation of discovery enables consensus that builds and reinforces discipline around such behaviors.

Practice- Intention- Area of interest- ContributeDocumentation- Consensus- Discipline

- Document

Concept of Practice

The collective behavior of intentional empirical probing around an area of interest; whereby the contribution of documentation of discovery enables consensus that builds and reinforces discipline around such behaviors.

Practice- Intention- Area of interest- Contribute- Document- Consensus- Discipline

- Consensus

Concept of Practice

The collective behavior of intentional empirical probing around an area of interest; whereby the contribution of documentation of discovery enables consensus that builds and reinforces discipline around such behaviors.

Practice- Intention- Area of interest- Contribute- Document- Consensus- Discipline - Discipline

To practice is just the beginning

Practice------------------

Information architects need to become business savvy

- To flourish in the business organization

Practice------------------

Organization Role Segmentation (ORS)

Offers an IA-based perspective of a business model

Practice------------------

Business Model

Organization Role Segmentation (ORS)

- Recognizes information architecture as a unique functional area of interest to the business organization

- Argues unexplored depth of IA as a sub-organization

Practice ----------------------Business Model

Business Function Classification

• Discovery• Planning• Production• Infrastructure• Communication• Exchange

Practice ----------------------Business Model

- Functions

Practice ----------------------Business Model

Functions The Business Model

[IA] Business Functions

Practice ----------------------Business Model

FunctionsDiscovery

Dis

cove

ry

Subject matter expertise, industry insight, continuing education, accountability analytics, etc.

- Discovery

[IA] Business Functions

Practice ----------------------Business Model

Functions- Discovery Planning

Dis

cove

ry

Plan

ning

Interpretation of discovery; high-level processes and overall vision [as an individual or organization]

- Planning

[IA] Business Functions

Practice ----------------------Business Model

Functions- Discovery- Planning D

isco

very

Plan

ning

Prod

uctio

n

The actual tasks and processes that produce theIA deliverables, e.g. classifications/taxonomy, relationalmaps, etc.

- Production

[IA] Business Functions

Practice ----------------------Business Model

Functions- Discovery- Planning- Production

Dis

cove

ry

Plan

ning

Prod

uctio

n

Infr

astr

uctu

re

Tools, methods, applications that support the actionsaround production and other tactical areas

- Infrastructure

[IA] Business Functions

Practice ----------------------Business Model

Functions- Discovery- Planning- Production- Infrastructure

Com

mun

icati

ons

Dis

cove

ry

Plan

ning

Prod

uctio

n

Infr

astr

uctu

re

The concise expression of features, benefits, purpose,value, etc. -- to the intended audience

- Communications

[IA] Business Functions

Practice ----------------------Business Model

Functions- Discovery- Planning- Production- Infrastructure- Communication

Exch

ange

Com

mun

icati

ons

Dis

cove

ry

Plan

ning

Prod

uctio

n

Infr

astr

uctu

re

Actions around transacting IA (e.g. sales, estimation, compensation, sharing, etc.)

- Exchange

The theoretical importance of Roles

Practice ----------------------Business Model

Functions

Practice

The theoretical importance of Roles

Practice ----------------------Business Model

Functions - Functions

Since functions are notautonomous, Roles areused to objectifyfunctions

Practice ----------------------Business Model

Functions

Roles

Role SegmentationExpresses the

functional span (F-Span) of an agent (e.g employee) within an organization

Practice ----------------------Business Model

FunctionsRoles

Role Segmentation

• Strategic• Management• Research• Multi-functional• Cross-functional• Specialized

Practice ----------------------Business Model

FunctionsRoles

F-Span : Strategic

Strategic[image of span]

Practice ----------------------Business Model

FunctionsRoles

- Strategic

Work Product applies to all possible functional domainswith indirect influence

F-Span : Management

Practice ----------------------Business Model

FunctionsRoles- Strategic

Management

Work Product is applied to all possible functional domains with direct influence

- Management

F-Span : Research

Practice ----------------------Business Model

FunctionsRoles- Strategic- Management

Research

Artifacts are predominantly external to the immediate function or organization.

- Research

F-Span : Multi-functional

Practice ----------------------Business Model

FunctionsRoles- Strategic- Management- Research

- Multi-functional

The assumption of multiple tasks exclusively within a single functional domain.

F-Span : Specialized

Practice ----------------------Business Model

FunctionsRoles- Strategic- Management- Research- Multi-functional- Specialized

The assumption of a single task exclusive to a single functional domain (e.g. thesaurus design)

- Specialized

F-Span : Cross-functional

Practice ----------------------Business Model

FunctionsRoles- Strategic- Management- Research- Multi-functional- Specialized

----------------------The assumption of multiple tasks across multiple functional domains (e.g. BA, UE, IA and IxD) - Cross-

functional

Practice ----------------------Business Model

FunctionsRoles

Primary Roles

ResearchStrategyManagement

Tactical Roles

Multi-functionalCross-functionalSpecialized

Minimum role activity:Primary Roles and at least one tactical role

Applying what we’ve learned

Practice ----------------------Business Model

FunctionsRoles

Evaluate your Practice

• How are you and your IA organization engaged in the “practice” of IA?

• Do you or your organization have the functional components to operate efficiently as a business organization?

• What roles are at work; what roles do you need?

Practice ----------------------Business Model

FunctionsRoles

Practice

Evaluate your Practice

• How are you and your IA organization engaged in the “practice” of IA?

• Do you or your organization have the functional components to operate efficiently as a business organization?

• What roles are at work; what roles do you need?

Practice ----------------------Business Model

FunctionsRoles

Functions

Evaluate your Practice

• How are you and your IA organization engaged in the “practice” of IA?

• Do you or your organization have the functional components to operate efficiently as a business organization?

• What roles are at work; what roles do you need?

Practice ----------------------Business Model

FunctionsRoles Roles

Understand your RoleExample: Cross-

functional IA RolePractice ----------------------Business Model

FunctionsRoles

- Identify with your core functional competency (CFC)- Be able to articulate the functional span of your role- Discuss deliverables from a functional perspective

BA UE IA IxD

Core functional competency

Practice and Organization go hand-

in-hand

- Having an actionable perspective of “Practice” is crucial for IA practitioners

- Attempting to practice in context of a business organization is the first step in exercising an achieving discipline

- Intention- Area of interest- Contribute- Consensus- Discipline----------------------Business Model

FunctionsRoles

Practice

Practice and Organization go hand-in-hand

- Having an actionable perspective of “Practice” is crucial for IA practitioners

- Attempting to practice in the context of a business organization is the first step in exercising an achieving discipline

Practice- Intention- Area of interest- Contribute- Consensus- Discipline----------------------Business Model

FunctionsRoles

Business Model

Discipline depends on…Practice----------------------Business Model

FunctionsRoles

Dis

cove

ry Functions

Discipline depends on…Practice----------------------Business Model

FunctionsRoles

Exch

ange

Com

mun

icati

ons

Dis

cove

ry

Plan

ning

Prod

uctio

n

Infr

astr

uctu

re Functions

Organizational Functions

Exchange

Communications

Functions

Discovery

Planning

Production

Infrastructure

Exchange

Communications

Functions

Discovery

Planning

Production

Infrastructure

Roles

Research

Strategy

Specialized

Multi-functional

Cross-functional

Management

Discipline

Consensus

Intention

Area of Interest

Contribute

Documentation

Practice

Exchange

Communications

Functions

Discovery

Planning

Production

Infrastructure

Roles

Research

Strategy

Specialized

Multi-functional

Cross-functional

Management

IA Realized

When we organize around consensus, through

formalized practice, we can effectively and efficiently

advance the field with theoretical and practical

models and methods that will drive education and effectively inform the

general public.

Practice----------------------Business Model

FunctionsRoles

It will take a village of practitioners to raise the IA

discipline…

Let’s go practice!

Thank You.

Nathaniel Daviswww.methodbrain.com/dsia