The Experts below are selected from a list of 111 Experts worldwide ranked by ideXlab platform
John Ladley - One of the best experts on this subject based on the ideXlab platform.
-
Chapter 8 – Vision
Data Governance, 2020Co-Authors: John LadleyAbstract:The “Vision” phase shows stakeholders and leadership what DG will look like. This means a bit more than a one-page picture, although that is important, too. This phase also includes work on the mission statement, and both vision and mission are defined in detail in the coming sections. A vision establishes a picture of where an organization would like to be at a certain point in time in the future. The mission talks about how to get there. The goal is to convey understanding and comprehension of what DG means and what the organization wants to do to get there. This vision reinforces the fact that the business of enterprise Information Asset Management is the business.
-
Initiating the EIM Program Design
Making EIM Enterprise Information Management Work for Business, 2020Co-Authors: John LadleyAbstract:The most difficult task in any large effort like enterprise Information Management (EIM) is the first step. This chapter addresses the question: Where does one start? It focuses on getting EIM design and deployment started. The initiation of the EIM program should not only be a planning exercise, but it also should start to enlighten business and Information technology, and result in steps toward business acceptance of Information Asset Management (IAM). The road to IAM means looking hard at your organization's business directions. For some companies, this may not be very handy. There are substantial benefits from the first few phases: alignment to IT, education of business leaders, statement of a future vision, and documentation of critical Information categories. Even if the EIM program stops, there is sufficient material to hand off to a technical team to begin subdisciplines of EIM, such as MDM, data quality, or a data warehouse.
-
The Economic Conundrum of Information
Making EIM Enterprise Information Management Work for Business, 2020Co-Authors: John LadleyAbstract:This chapter discusses the method to develop a valuation for Information and help complete a business case. The only real barrier to the enterprise Information Management (EIM) business case is where the return on the Information Asset Management (IAM) investment or benefits are applied, not where they are created. Further, this chapter delves into the valuation of Information Assets. The perspective of the business case is to influence the income statement via looking for our cash flow or income from EIM. EIM is a business program and must be treated as such. It can be positioned to financially justify implementing IAM; EIM economics can reveal financial justification, or at least measurable targets. The real issue is not whether there is value in managing Information. The real issue is the association of the benefits of exploiting and leveraging Information to the actual program that enables the leverage: EIM.
-
Chapter 30 – Final Word
Making EIM Enterprise Information Management Work for Business, 2020Co-Authors: John LadleyAbstract:Publisher Summary This chapter provides a review to the Part 2 of the book. It discusses the positive aspects provided by an enterprise Information Management (EIM) program. At some time, the EIM program will be challenged. Even if there is no challenge to the business viability of EIM, the various building blocks may give the impression of EIM being too encompassing but there are logical connections between EIM and all of the building blocks that contribute to EIM. Information Asset Management addresses all the categories of content an enterprise can use. The process in Part 2 sets up a process to design and maintain the Asset Management program. Besides addressing inhibitors to prior success with Information projects, the EIM program strives to improve the business, as measured by the balance sheet or income statement. Part 2 focuses on the program and the business benefits.
-
EIM Program Design Overview
Making EIM Enterprise Information Management Work for Business, 2020Co-Authors: John LadleyAbstract:This chapter reviews the methodology enterprise Information Management (EIM) program uses. It emphasizes on those tasks that are unique to EIM. The design and deployment of the EIM program is focused on one overarching goal—make the philosophy of Information Asset Management (IAM) part and parcel of an enterprise. To do this requires a process for business alignment to ensure long-term value, and engineering and Management activity to ensure the EIM people and process frameworks are matched to your organization's culture and business model. The EIM program requires many processes, techniques, and deliverables to define, convey, and implement IAM. Each of the subdisciplines has its own flavors and approaches. Planning and implementing Asset Management is a logistics problem of tracking what is known, delivering what is known to the right people at the right time, based on the value and cost of the Information and knowledge being tapped. Organizations that can filter, ascribe, and deliver data/Information at the right times to the right people are executing EIM.
James Price - One of the best experts on this subject based on the ideXlab platform.
-
Development of a holistic model for the Management of an enterprise’s Information Assets
International Journal of Information Management, 2020Co-Authors: Nina Evans, James PriceAbstract:Abstract Organisations increasingly realise that they must transform into true digital enterprises to create competitive advantage and ensure corporate survival. However, many organisations do not realise that successful digital transformation (DT) requires much more than technology; it can only succeed if they manage their data, Information and knowledge as true business Assets. This paper describes collaborative research conducted by academic and industry partners, a mutually beneficial journey spanning the past ten years. The aim was to develop a Holistic Information Asset Management (HIAM) model indicating the important areas of Information Asset Management (IAM) that support the DT journey. Interviews were conducted with C-level executives in organisations from all industries on three continents to investigate their IAM practices, the barriers to good IAM and the benefits of managing Information Assets (IAs) well. This paper proposes that organisations should focus on ten domains in their quest for effective IAM: i) business benefits, ii) business environment, iii) executive awareness, iv) leadership and Management, v) Information environment, vi) Information systems, vii) Information behaviour, viii) Information attributes/quality, ix) Information performance and x) justification.
-
Enterprise Information Asset Management: the roles and responsibilities of executive boards
Knowledge Management Research & Practice, 2016Co-Authors: Nina Evans, James PriceAbstract:In the modern organisation the effective Management of data, Information, content and knowledge is crucial for enhancing competitiveness and growth. There is a profound need for all levels of business Management to understand the risks, challenges and business benefit of managing these ‘Information Assets’. This paper describes the results of qualitative empirical research to investigate the roles and responsibilities of Executive Boards to ensure effective Management and governance of Information Assets. Personal interviews were conducted with Board members in Australia and the United States. The results indicated that Boards often fail to fully appreciate the strategic value of Information Assets and do not understand the organisational risk and untapped business benefit resulting from ineffective Information Asset Management practices. This paper suggests that Executive Boards should be engaged in discussions about Information Management and fulfil strategic-, control- and institutional roles to guide the way Information Assets are managed and deployed.
-
AMCIS - Information Asset Management Capability: The Role of the CIO
2015Co-Authors: Nina Evans, James PriceAbstract:This paper discusses the perspectives and role of Chief Information Officers (CIOs) in developing Information Asset Management (IAM) capability in organizations. The data set was collected through personal interviews and two focus group sessions with CIOs from knowledge-intensive industries in the USA, South Africa and Australia. The research identified the building blocks of IAM capability, namely the need for organizations to view data, Information and knowledge as valuable business Assets, an understanding of the cost and benefit of managing these Assets, strong leadership capability, the ability to make IAM decisions for strategic purposes, the importance of developing and maintaining a culture of sharing both tacit and explicit knowledge, as well as the deployment of the necessary tools. The research also suggests that the CIO plays a pivotal role in identifying the drivers, key focus areas, critical resources and underlying activities to develop such IAM Capability.
-
Barriers to the Effective Deployment of Information Assets: An Executive Management Perspective
Interdisciplinary Journal of Information Knowledge and Management, 2012Co-Authors: Nina Evans, James PriceAbstract:Introduction The Resource Based View (RBV) of the firm (Barney, 1991, 2001) argues that organisations possess resources such as land, labour, capital, and Information Assets that enable them to achieve competitive advantage and superior long-term performance. The Industrial Age was characterised by large manufacturing facilities and during this time Management attention was focused on managing, measuring, and reporting on tangible resources and Assets like buildings, plant, equipment, and machinery. In the modern knowledge-based economy the wealth-creating capacity of organisations is no longer based on tangible Assets alone. Intangible Assets such as data, documents, content, and knowledge are critical to the operation of every organisation (Freeze & Khulkani, 2007; Jhunjhunwala, 2009; Salamuddin, Bakar, Ibrahim, & Hassan, 2010; Wilson & Stenson, 2008). These intangible Assets are referred to as Information Assets in this paper. Information Assets drive, record, and enforce organisational strategy and growth and enhance efficiency of resource allocation. They also help leaders to make informed decisions to improve customer acquisition/retention, employee recruitment/retention, and enhance employee motivation and loyalty (Steenkamp & Kashyap, 2010). Organisational knowledge is regarded as a key factor in Management practices (Garcia-Parra, Simo, Sallan, & Mundet, 2009) and the capacity to create, transfer, and employ knowledge contributes to organisational success and sustainable competitive advantage (Davenport & Prusak, 1998; Drucker, 1994; Nonaka & Takeuchi, 1995; Spender, 1994; Teece, 1998). Practitioner experience and anecdotal evidence in the form of numerous failed Information Technology (IT) initiatives, ineffective business practices, and a lack of understanding of the value and deployment of Information on all levels of organisations generated a lack of confidence that Information Assets are being effectively managed (Experience Matters, 2012). Furthermore, whilst there is copious academic and industry material on various aspects of Information Management including Data Quality, Knowledge Management (KM), and the Semantic Web, very little research has been done on why Information Assets are not better managed in real-world organisations. In response to the observed gap in research and practices the authors embarked upon a research project to investigate the causes of this observation. The first phase of the research was conducted in Australia and South Africa and explored the deployment of data, documents, content, and knowledge from a practice perspective (Evans, Hunter, & Price, 2011; Hunter, Evans, & Price, 2011), to determine whether organisations recognise Information Assets that are of value to their operations and how these Assets are managed. Preliminary findings indicate that every organisation has Information Assets that are of value to its operations. Participant 2 (P2) commented that all they have in their business is knowledge and that "the business would grind to a halt without these Assets" (P6). Despite this, few organisations manage these Assets with the same rigour as they manage their other scarce and valuable resources, and not one of these organisations could claim exemplary practice in the Management and deployment of those Assets. Where Information Asset Management (IAM) programmes do exist they seem to be compliance driven. There is a lack of a value driven response to the types of Information Assets investigated in this project. The findings of the first phase of the research were sufficiently compelling to justify further investigation. The next phase focused on the reasons why Information Assets are not effectively deployed in organisations (i.e., the 'barriers'). This phase of the research is reported in this paper. The format for the remainder of this manuscript is as follows. In the next section literature which relates to the deployment of Information Assets is discussed. …
Nina Evans - One of the best experts on this subject based on the ideXlab platform.
-
Development of a holistic model for the Management of an enterprise’s Information Assets
International Journal of Information Management, 2020Co-Authors: Nina Evans, James PriceAbstract:Abstract Organisations increasingly realise that they must transform into true digital enterprises to create competitive advantage and ensure corporate survival. However, many organisations do not realise that successful digital transformation (DT) requires much more than technology; it can only succeed if they manage their data, Information and knowledge as true business Assets. This paper describes collaborative research conducted by academic and industry partners, a mutually beneficial journey spanning the past ten years. The aim was to develop a Holistic Information Asset Management (HIAM) model indicating the important areas of Information Asset Management (IAM) that support the DT journey. Interviews were conducted with C-level executives in organisations from all industries on three continents to investigate their IAM practices, the barriers to good IAM and the benefits of managing Information Assets (IAs) well. This paper proposes that organisations should focus on ten domains in their quest for effective IAM: i) business benefits, ii) business environment, iii) executive awareness, iv) leadership and Management, v) Information environment, vi) Information systems, vii) Information behaviour, viii) Information attributes/quality, ix) Information performance and x) justification.
-
Enterprise Information Asset Management: the roles and responsibilities of executive boards
Knowledge Management Research & Practice, 2016Co-Authors: Nina Evans, James PriceAbstract:In the modern organisation the effective Management of data, Information, content and knowledge is crucial for enhancing competitiveness and growth. There is a profound need for all levels of business Management to understand the risks, challenges and business benefit of managing these ‘Information Assets’. This paper describes the results of qualitative empirical research to investigate the roles and responsibilities of Executive Boards to ensure effective Management and governance of Information Assets. Personal interviews were conducted with Board members in Australia and the United States. The results indicated that Boards often fail to fully appreciate the strategic value of Information Assets and do not understand the organisational risk and untapped business benefit resulting from ineffective Information Asset Management practices. This paper suggests that Executive Boards should be engaged in discussions about Information Management and fulfil strategic-, control- and institutional roles to guide the way Information Assets are managed and deployed.
-
AMCIS - Information Asset Management Capability: The Role of the CIO
2015Co-Authors: Nina Evans, James PriceAbstract:This paper discusses the perspectives and role of Chief Information Officers (CIOs) in developing Information Asset Management (IAM) capability in organizations. The data set was collected through personal interviews and two focus group sessions with CIOs from knowledge-intensive industries in the USA, South Africa and Australia. The research identified the building blocks of IAM capability, namely the need for organizations to view data, Information and knowledge as valuable business Assets, an understanding of the cost and benefit of managing these Assets, strong leadership capability, the ability to make IAM decisions for strategic purposes, the importance of developing and maintaining a culture of sharing both tacit and explicit knowledge, as well as the deployment of the necessary tools. The research also suggests that the CIO plays a pivotal role in identifying the drivers, key focus areas, critical resources and underlying activities to develop such IAM Capability.
-
Barriers to the Effective Deployment of Information Assets: An Executive Management Perspective
Interdisciplinary Journal of Information Knowledge and Management, 2012Co-Authors: Nina Evans, James PriceAbstract:Introduction The Resource Based View (RBV) of the firm (Barney, 1991, 2001) argues that organisations possess resources such as land, labour, capital, and Information Assets that enable them to achieve competitive advantage and superior long-term performance. The Industrial Age was characterised by large manufacturing facilities and during this time Management attention was focused on managing, measuring, and reporting on tangible resources and Assets like buildings, plant, equipment, and machinery. In the modern knowledge-based economy the wealth-creating capacity of organisations is no longer based on tangible Assets alone. Intangible Assets such as data, documents, content, and knowledge are critical to the operation of every organisation (Freeze & Khulkani, 2007; Jhunjhunwala, 2009; Salamuddin, Bakar, Ibrahim, & Hassan, 2010; Wilson & Stenson, 2008). These intangible Assets are referred to as Information Assets in this paper. Information Assets drive, record, and enforce organisational strategy and growth and enhance efficiency of resource allocation. They also help leaders to make informed decisions to improve customer acquisition/retention, employee recruitment/retention, and enhance employee motivation and loyalty (Steenkamp & Kashyap, 2010). Organisational knowledge is regarded as a key factor in Management practices (Garcia-Parra, Simo, Sallan, & Mundet, 2009) and the capacity to create, transfer, and employ knowledge contributes to organisational success and sustainable competitive advantage (Davenport & Prusak, 1998; Drucker, 1994; Nonaka & Takeuchi, 1995; Spender, 1994; Teece, 1998). Practitioner experience and anecdotal evidence in the form of numerous failed Information Technology (IT) initiatives, ineffective business practices, and a lack of understanding of the value and deployment of Information on all levels of organisations generated a lack of confidence that Information Assets are being effectively managed (Experience Matters, 2012). Furthermore, whilst there is copious academic and industry material on various aspects of Information Management including Data Quality, Knowledge Management (KM), and the Semantic Web, very little research has been done on why Information Assets are not better managed in real-world organisations. In response to the observed gap in research and practices the authors embarked upon a research project to investigate the causes of this observation. The first phase of the research was conducted in Australia and South Africa and explored the deployment of data, documents, content, and knowledge from a practice perspective (Evans, Hunter, & Price, 2011; Hunter, Evans, & Price, 2011), to determine whether organisations recognise Information Assets that are of value to their operations and how these Assets are managed. Preliminary findings indicate that every organisation has Information Assets that are of value to its operations. Participant 2 (P2) commented that all they have in their business is knowledge and that "the business would grind to a halt without these Assets" (P6). Despite this, few organisations manage these Assets with the same rigour as they manage their other scarce and valuable resources, and not one of these organisations could claim exemplary practice in the Management and deployment of those Assets. Where Information Asset Management (IAM) programmes do exist they seem to be compliance driven. There is a lack of a value driven response to the types of Information Assets investigated in this project. The findings of the first phase of the research were sufficiently compelling to justify further investigation. The next phase focused on the reasons why Information Assets are not effectively deployed in organisations (i.e., the 'barriers'). This phase of the research is reported in this paper. The format for the remainder of this manuscript is as follows. In the next section literature which relates to the deployment of Information Assets is discussed. …
A.d. Mathew - One of the best experts on this subject based on the ideXlab platform.
-
Reducing maintenance cost through effective prediction analysis and process integration
Advances in Vibration Engineering, 2006Co-Authors: A.d. Mathew, L. Ma, Sheng Zhang, Tom Earle, Douglas HargreavesAbstract:Asset Management is playing an ever increasing role in sustaining the competitive capability of many businesses. Maintenance costs form a large proportion of Asset Management costs, and a reduction in these costs can represent significant savings to the business. Many software vendors provide various Asset Management solutions but lack complete horizontal and vertical integration; and with the sizeable number of systems come an equal number of software interfaces. With businesses that subscribe to different CMMS and condition monitoring systems from different vendors, system integration becomes a nightmare. By resolving the integration issue and considering holistic Information, Asset Management can ascend to a new level through effective predictive maintenance. This paper outlines a proposal for integrating condition monitoring systems with a CMMS through the use of emerging technologies. The OSA-CBM framework will be implemented to monitor the condition of an Asset for health assessment and predictive maintenance scheduling. Data will be stored in a MIMOSA-derived database, with communications between the OSA-CBM system and CMMS using the open standard MIMOSA OSA-EAI. The underlying foundation is a web services platform which will assist in turning Asset condition data into real cost savings.
-
Reducing maintenance cost through effective prediction analysis and process integration
Advances in Vibration Engineering, 2006Co-Authors: A.d. Mathew, Timothy Earle, L. Ma, D.j. HargreavesAbstract:(2006) Reducing maintenance cost through effective prediction analysis and process integration. Advances in Vibration Engineering 5(2):pp. 87-96. Asset Management is playing an ever increasing role in sustaining the competitive capability of many businesses. Maintenance costs form a large proportion of Asset Management costs, and a reduction in these costs can represent significant savings to the business. Many software vendors provide various Asset Management solutions but lack complete horizontal and vertical integration. And with the sizeable number of systems come an equal number of software interfaces. With businesses that subscribe to different CMMS and condition monitoring systems from different vendors, system integration becomes a nightmare. By resolving the integration issue and considering holistic Information, Asset Management can ascend to a new level through effective predictive maintenance. This paper outlines a proposal for integrating condition monitoring systems with a CMMS through the use of emerging technologies. The OSA-CBM framework will be implemented to monitor the condition of an Asset for health assessment and predictive maintenance scheduling. Data will be stored in a MIMOSA-derived database, with communications between the OSA-CBM system and CMMS using the open standard MIMOSA OSA-EAI. The underlying foundation is a web services platform which will assist in turning Asset condition data into real cost savings.
D.j. Hargreaves - One of the best experts on this subject based on the ideXlab platform.
-
Reducing maintenance cost through effective prediction analysis and process integration
Advances in Vibration Engineering, 2006Co-Authors: A.d. Mathew, Timothy Earle, L. Ma, D.j. HargreavesAbstract:(2006) Reducing maintenance cost through effective prediction analysis and process integration. Advances in Vibration Engineering 5(2):pp. 87-96. Asset Management is playing an ever increasing role in sustaining the competitive capability of many businesses. Maintenance costs form a large proportion of Asset Management costs, and a reduction in these costs can represent significant savings to the business. Many software vendors provide various Asset Management solutions but lack complete horizontal and vertical integration. And with the sizeable number of systems come an equal number of software interfaces. With businesses that subscribe to different CMMS and condition monitoring systems from different vendors, system integration becomes a nightmare. By resolving the integration issue and considering holistic Information, Asset Management can ascend to a new level through effective predictive maintenance. This paper outlines a proposal for integrating condition monitoring systems with a CMMS through the use of emerging technologies. The OSA-CBM framework will be implemented to monitor the condition of an Asset for health assessment and predictive maintenance scheduling. Data will be stored in a MIMOSA-derived database, with communications between the OSA-CBM system and CMMS using the open standard MIMOSA OSA-EAI. The underlying foundation is a web services platform which will assist in turning Asset condition data into real cost savings.