STRATEGIES FOR INFORMATION MANAGEMENT 

By: Zainal A. Hasibuan

Toward Knowledge Management (Chapter 10)

The Ra0onale… 

•  Informa0on management strategy must aligned with applica0on porBolio management strategy 

•  Aiming at the greatest value of informa0on •  IS strategy based on how the organiza0on uses informa0on 

and for what purpose. –  Informa0on must be ensured to the right one 

•  Various nature of informa0on (text, images, pictures, graphic, etc.), hence need informa0on management. 

•  More business depends on informa0on management (ebay.com, amazon.com, etc.) 

•  Scope of informa0on: acquisi0on, protec0on, u0liza0on, accessibility, dissemina0on 

Problems with Informa0on 

•  Poor informa0on leads to disaster •  Explosion of informa0on leads to difficulty of finding relevant informa0on 

•  Lack of informa0on integra0on •  Informa0on resides in mul0ple electronic ‘libraries’ •  Well structured versus less structured informa0on •  Informa0on inconsistencies •  Informa0on requirement versus legacy system •  Complex informa0on exchanges 

Poor Quality of Informa0on 

•  IT managers simply assumed informa0on is available in the computer 

•  Poor informa0on leads to customer dissa0sfac0on 

•  Contribute to mistrust •  Turn thing into infeasible •  Ineffec0ve the implementa0on of business strategies  

Informa0on as an Asset 

•  Quality of informa0on: 0melines, accuracy, completeness, confidence in source, valid, reliability, and appropriateness. 

•  Determine the organiza0onal performance. 

•  Informa0on as a business asset 

•  Responsibili0es for the informa0on asset 

•  Management of informa0on 

•  Informa0on policy 

Kon0num Pengontrolan Informasi  

Anarki

Feudalisme

Federalisme

Monarki

Semakin Tidak Terkontrol

Kem

ajua

n TI

Source Devenport , 97

Informa0on Culture 

•  What cons0tute informa0on culture? –  Values –  A]tudes –  Behaviors 

•  Types of Informa0on culture –  Func0onal –  Sharing –  Enquiring –  Discovery 

Collect Organize Process Communicate Use

influence

Crea0ng Informa0on Culture 

•  Behavior of employees at all level on how to collect, organize, process, communicate and use informa0on –  Func0onal culture: means to exercise power 

–  Sharing culture: means to improve performance –  Enquiring culture: means to an0cipate future 

–  Discovery culture: means to compete 

•  Each type of culture influences the way employees use informa0on 

Business‐wide Informa0on Management 

•  Informa0on‐based organiza0on •  Management of informa0on support informa0on independence: how it’s stored, how it’s accessed –  Independence of database with applica0on 

•  A framework for implemen0ng IM –  A set of objec0ves and policies –  A programs for introducing the IM to meet objec0ves –  The crea0on and maintenance of informa0on architecture – What informa0on services should be provided – What implementa0on issues exist 

Objec0ves of IM 

•  Enabling the business to make the right decisions •  Improving the effec0veness of processes and their outcomes 

•  Providing 0mely and focused performance informa0on 

•  The preserva0on of organiza0onal memory •  Improving the produc0vity •  Cost, quality, accessibility, safety, stability of informa0on 

Managing Informa0on Asset 

•  It’s components – Ac0vi0es – Scope – Organiza0onal focus – Policies – Tools 

•  Another name: Informa0on resource management 

Obstacles in Managing Informa0on 

 Informa0on resides in mul0plaBorm  Available in various forms: structured and unstructured informa0on 

 Inconsistencies: created by different people, different 0mes, different purposes 

 Different version: new versus legacy system  Complex form of informa0on: electronic, paper, verbal 

Competencies Associated with Informa0on Management 

•  IT prac0ces –  Able to manage IT applica0on for opera0onal support, business process support, innova0on support, and management support 

•  Informa0on Management Prac0ces –  Able to manage life‐cycle of informa0on (sensing, collec0ng, organizing, processing, maintaining) 

•  Informa0on behavior and values –  Able to promote values (integrity, formality, control, sharing, transparency, pro‐ac0veness) 

Value of Informa0on to Current Strategy  

Benefit of Integrated Informa0on 

 Business becer equipped  Direct saving  Improved intra and inter organiza0onal coopera0on  Support for managing business 

Ac0vi0es of IAM 

•  Data and informa0on administra0on tasks –  Informa0on planning –  Business informa0on requirement –  Se]ng informa0on standard and procedures – Managing corporate informa0on model –  Coordina0ng, communica0ng, implemen0ng, controlling 

•  Data dic0onary administra0on tasks •  Database administra0on tasks •  Informa0on access tasks 

Policies and Implementa0on Issues 

•  Extent of the “managed” informa0on •  Organiza0on responsibility for IAM 

•  Authority and responsibility for informa0on 

•  Informa0on security 

•  Implementa0on issues 

Managing Knowledge Resources 

•  Scope: acquisi0on, crea0ng, storing, and sharing 

•  Knowledge about: customer, compe0tors, pricing, new product, etc 

•  Knowledge is informa0on that has been given meaning –  Informa0on is data that has been given structure 

Managing Knowledge Resources

•  Questions related to knowledge – How do I do that? – How do I ensure that my organization exploits

its knowledge? •  Use for winning the market competition •  Know-how about customers’ needs,

preferences, etc

Knowledge Management: A Context for Data Warehousing and the Future

An Environment That: •  Supports the collection aggregation, management, distribution, and

analysis of information to positively effect the management decision-making process. This information is derived from an organisation's unique experience with its: –  Customers – Products

–  Markets – Competitors

–  Organisation structure – Employees

–  Business events – Performance measures

–  External information, etc... •  The Data Warehouse is a fundamental enabling architecture which

supports Knowledge Management Coveney, 97

What is Knowledge Management?

Organisational Knowledge  Results measurements   Shared information

Management Information   Process measurements

Atomic Data   Integrated, high grain

Transaction Data  Very high grain   Perishable, unaudited

Informa0on Pyramid 

What is Knowledge Management? 

•  Defined in a variety of ways. •  KM in educa0on: a strategy to enable people to develop a set of prac0ces to create, capture, share & use knowledge to advance. 

•  KM focuses on: – people who create and use knowledge. – processes and technologies by which knowledge is created, maintained and accessed. 

– ar0facts in which knowledge is stored (manuals, databases, intranets, books, heads). 

Sources: Petrides, L.A. & Nodine, T.R (2003). Knowledge management in education: Defining the landscape. Edvinsson, L. & Malone, M.S. (1997). Intellectual capital: Realizing your company's true value by finding its hidden brainpower. Ford, N. (1989). From information- to knowledge-management. Journal of Information Science Principles & Practice.

What is Knowledge Management? 

“Knowledge management is a discipline that promotes an integrated approach to identifying, managing and sharing all of an enterprise’s information needs. These information assets may include databases, documents, policies and procedures as well as previously unarticulated expertise and experience resident in individual workers.”

Source: GartnerGroup Research.

Two Types of Knowledge 

Explicit knowledge   Formal or codified   Documents: reports, policy

manuals, white papers, standard procedures

  Databases   Books, magazines, journals

(library)

Implicit (Tacit) knowledge   Informal and uncodified   Values, perspectives & culture

  Knowledge in heads

  Memories of staff, suppliers and vendors

Documented information that can facilitate action.

Know-how & learning embedded within the minds people.

Knowledge informs decisions and actions.

Sources: Polanyi, M. (1967). The tacit dimension. Leonard, D. & Sensiper, S. (1998). The Role of Tacit Knowledge in Group Innovation. California Management Review.

Knowledge Management Architecture 

The DIKAR Model 

END OF CHAPTER 10