The Experts below are selected from a list of 18 Experts worldwide ranked by ideXlab platform
John Ladley - One of the best experts on this subject based on the ideXlab platform.
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Chapter 27 – Sustaining EIM
Making EIM Enterprise Information Management Work for Business, 2020Co-Authors: John LadleyAbstract:Publisher Summary This chapter covers the day-to-day operation of the enterprise information management (EIM) program. It operationalizes the requirements for sustaining EIM developed in the Road Map Phase. This is the means by which the cultural obstacles that are barriers to Information assets are managed. It also measures and reports on the adoption of EIM and, if adjustments are required, trigger one of the other Phases. There are common concerns that will be heard as formal management of information is implemented, and one needs an appropriate response such as sustaining activity, organization roll out, EIM progress metrics, and EIM project management. The Sustaining Phase deals with the questions and the responses. The Sustaining Phase is the longest, as it never ends. Once EIM starts, diligence is required to keep it running. Even if one starts EIM via a subdiscipline, or within a narrow portion of the organization, it will require sustaining activities to ensure ongoing value and growth.
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Architecture Part 1
Making EIM Enterprise Information Management Work for Business, 2020Co-Authors: John LadleyAbstract:This chapter describes the blueprint of enterprise information management (EIM) where architectural components are designated, named, and justified. The actual building schedule and plan is the Road Map Phase—which follows the Architecture Phase. This Phase uses all of the artifacts from the EIM program. Once the EIM Vision is clear, a Business Model is understood and maybe even some financial targets are designated, the detailed work begins. This Phase is the largest activity in terms of effort to design the EIM program. There is a great deal of analysis to choose and align a series of components. These activities represent the core architecture tasks. At the end of these activities, the foundation is laid for what data and content is to be managed. Often, a picture of an architecture diagram is the only EIM artifact reviewed. The sequence and interaction of the tasks and artifacts will ensure the EIM recommendations are auditable and the recommendations are based on living documents which will add value in the future vs. sit on a shelf.
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Chapter 26 – Road Map
Making EIM Enterprise Information Management Work for Business, 2020Co-Authors: John LadleyAbstract:Publisher Summary The most critical of all questions is where to start; this chapter presents enterprise information management (EIM) Road Map Phase where the details of making it happen are addressed. For most organizations, the Road Map deliverable is the first major output of an EIM program. It may be a Road Map that focuses on a sub discipline, such as data warehouse or data quality. Either way, the incremental work of managing the information as an asset becomes real. This set of activities instructs the organization how to continue delivering necessary projects, but at the same time begins the transition to business management of information as an asset. If the information asset is to achieve reality in the sense, all activities in this Phase must be addressed. The EIM team and information technology will need to see the big picture of technology and business projects presented in a realistic, achievable timeline, data governance needs to be switched on in parallel with the beginning of collecting the various EIM subdisciplines into one program. Finally, the process to implement the required behavior changes for managing data and content assets more formally is identified. The means to measure EIM success are designed, and will require creativity. The entire Road Map product must be presented clearly and reviewed with organization and EIM leadership.
Amrit Tiwana - One of the best experts on this subject based on the ideXlab platform.
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The Knowledge Management Toolkit: Orchestrating IT, Strategy, and Knowledge Platforms
2002Co-Authors: Amrit TiwanaAbstract:(NOTE: Each chapter ends with Lessons Learned.) Preface. Acknowledgments. About the Author. I. THE RUBBER MEETS THE Road. 1. Introduction. Knowledge Management: In Search of Alchemy. What This Book Is About. 2. The Knowledge Edge. Making Sense of Nonsense. Intellectual Capital. The Drivers of Knowledge Management. Creating the Knowledge Edge. 3. The Origins of Knowledge. From Data to Information to Knowledge. From Data to Knowledge. Classifying Knowledge. The Three Fundamental Processes. Taming the Tiger's Tail. Business and Knowledge. II. THE Road AHEAD: IMPLEMENTING KNOWLEDGE MANAGEMENT. 4. The 10-Step Knowledge Management Road Map. The 10-Step Knowledge Management Road Map. Phase 1. Infrastructual Evaluation. Phase 2. Knowledge Management System Analysis, Design, and Development. Phase 3. Deployment. Phase 4. Metrics for Evaluation. IIA. THE FIRST Phase: INFRASTRUCTURE EVALUATION AND LEVERAGE. 5. The Leveraged Infrastructure. Leveraging What Exists. Leveraging the Internet. The Knowledge Platform: A 10,000-Fott View. 6. Aligning Knowledge Management and Business Strategy. Strategic Visioning. Knowledge Transfer versus Integration: The Strategic Dichotomy. Real Options Under Uncertainly. The Responsiveness Quadrahedron: Variety and Speed. Business Models and Executability. Codification or Personalization? Knowledge Maps to Link Knowledge to Strategy. Strategic Imperatives for Successful Knowledge Management. Strategic Imperatives for Successful Knowledge Management. Assessing Focus. Detecting Lost Opportunities. IIB. THE SECOND Phase: KM SYSTEM ANALYSIS, DESIGN, AND DEVELOPMENT. 7. The Knowledge Management Platform. Technology Components of the Knowledge Management. The Seven-Layer Knowledge Management System Architecture. Foundation for the Interface Layer. The Web or Proprietary Platforms? Collaborative Intelligence and Filtering Layer. Knowledge Management Platforms versus Other Enterprise Systems. The Application Layer. The Promise of Peer-to-Peer Knowledge Networks. 8. Knowledge Audit and Analysis. Hindsight, Insight, and Foresight. Measuring Knowledge Growth. The Knowledge Audit Team. Conducting the Knowledge Audit. Choosing Your Company's Knowledge Niches. 9. Designing the Knowledge Management Team. Sources of Expertise. Team Composition and Selection Criteria. Team Life Span and Sizing Issues. The KM Team's Project Space. Chemistry. Highways to Failure. 10. Creating the Knowledge Management System Blueprint. The Knowledge Management Architecture. Components of a Knowledge Management System. Integrative and Interactive Knowledge Applications. Build or Buy? User Interface Design Considerations. A Network View of the KM Architecture. Future-Proofing the Knowledge Management System. 11. Developing the Knowledge Management System. The Building Blocks: Seven Layers. The Interface Layer. A Live Walkthrough: Urban Motors. The Access and Authentication Layer. The Collaborative Filtering and Intelligence Layer. The Application Layer. The Transport Layer. The Middleware and Legacy Integration Layer. The Repository Layer. IIC. THE THIRD Phase: DEPLOYMENT. 12. Prototyping and Deployment. Moving from Firefighting to Systems Deployment. Legacy Deployment Methods. The Results-Driven Incremental Methodology. 13. Leadership and Reward Structures. From the Chief Information Officer. The Successful Knowledge Leader. Reward Structures to Ensure Knowledge Management Success. IID. THE FINAL Phase AND BEYOND: REAL OPTIONS ANALYSIS FOR PERFORMANCE. 14. Real-Options Analysis for Knowledge Valuation. The Limitation of Traditional Metrics. Real-Options Analysis. Measuring Inputs for Real-Options Models. III. SIDE RoadS: APPENDICES (ON THE CD-ROM). Digital Appendix A. The Knowledge Management Assessment Kit. Digital Appendix B. Alternative Schemes For Structuring the Knowledge Management Platform Front End. Digital Appendix C. Software Tools. Endnotes. Bibliographic References and Further Reading. Glossary. Index. About the CD.
Ronald Bercaw - One of the best experts on this subject based on the ideXlab platform.
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Lean Leadership for Healthcare: Approaches to Lean Transformation
2013Co-Authors: Ronald BercawAbstract:Lean at a Glance What Is Lean Healthcare? Value-Added Non Value-Added First Theme of Lean Improvement: Continuous Improvement Second Theme of Lean Improvement: Respect for All People Seven Wastes Overproduction Waiting Overprocessing Inventory Motion Defects Transportation Two Additional Wastes Unused Human Capital Waste of Organizational Design Principles of Improvement Flow Pull Defect-Free Visual Management Kaizen Lean Healthcare Defined Summary: Key Points from Chapter 1 Creating and Deploying a Lean Strategy Creating a Culture of Improvement Seven-Phase Policy Deployment Process Step 1: Establish the Organizational Vision Step 2: Develop Three- to Five-Year Breakthrough Objectives True North Measures Step 3: Develop the Annual Breakthrough Objectives and Improvement Priorities Identify Top-Level Improvement Priorities Selecting the Top-Level Improvement Priorities Step 4: Deploy the Improvement Priorities Step 5: Implement the Improvement Priorities Use a Value Stream Approach to Improvement Lean Tools Kaizen Step 6: Monthly Review Step 7: Annual Review Enablers of Hoshin Kanri World-Class Targets for Improvement Summary: Key Points from Chapter 2 Leading Change-The Transformation RoadMap-Phase 1:"Get Ready" Beginning the Journey Phase I: Preparing to Transform (Get Ready)-Building the Infrastructure Selecting Your Change Agent Get Informed Get Help Establish a Steering Committee Train Your Internal Experts Develop and Deploy a Communication Campaign Summary: Key Points from Chapter 3 The Transformation RoadMap-Phase 2-The Acceleration Phase (Improve, Sustain, and Spread) Delivering on Preparation Efforts Step 1: Ensure You Have Selected the Right Value Streams on Which to Focus Step 2: Establish Value Stream Governance and Set Up Your Value Stream Performance System Step 3: Utilize A-3 Thinking to Realize Improvement Step 4: Sustain the Improvements and Manage Visually 5S: A Beginning Place for Visual Management of Process Using Visual Management for Process Control Using Visual Management for Improving Results: Managing for Daily Improvement Control Systems for Visual Management Peer Task Audits (Kamishibai) Step 5: Capture the Savings Step 6: Support Your Change with Ongoing Training and Coaching Lean Coaching Step 7: Spread Lean Thinking across the Organization Replication of Artifacts, Products, Solutions, and Process Adding Additional Value Streams Summary: Key Points from Chapter 4 The Transformation Road Map-Phase 3: Make Organizational Improvement the "New" Culture Changing to the New Organizational Structure Lean Capacity Building Lean Information Technology Lean Finance Lean Human Resources Lean Supply Chain Lean Project Management, Lean Construction, and Lean New Service Introduction Lean Leadership Processes Medical Leadership Processes Taking Lean beyond Your Four Walls Summary: Key Points from Chapter 5 Leadership Behaviors and Actions for Success Leading by Example Participate Learn the Tools Rotate Teaching of the Core Lean Tools Book of the Month Club Become a Lean Facilitator Walk the Value Streams Commit the Resources to Be Successful Facilitation Team Resources Middle Management Expectations Supplies External Resources Hold People Accountable Address Antibodies Redeployment versus Unemployment Monitor and Demand Results Believe Summary: Key Points from Chapter 6 Mitigating Transformation Risk and Avoiding Common Mistakes Being Successful and Avoiding Failure Don't Waste the First Six to Nine Months Managing the Breadth and Depth of the Change Leadership, Management, Support Staff, and Medical Staff Engagement Inability to Operate Two Systems Common Errors to Organizational Change Efforts Summary: Key Points from Chapter 7 Closing Thoughts Glossary of Lean Terms
Nisar Zaidal - One of the best experts on this subject based on the ideXlab platform.
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PENERAPAN SERVICES ORIENTED ARCHITECTURE UNTUK PEMODELAN SISTEM INFORMASI AKADEMIK PADA STMIK MITRA LAMPUNG
2017Co-Authors: Iin Marliana, Nisar ZaidalAbstract:This study will make a study on the implementation of the SOA model for integration permodel academic information system on STMIK Mitra Lampung, the design of which is called Service Oriented Architecture (SOA) can be a basis in the design of integration of information systems at STMIK Mitra Lampung. Service Oriented Architecture (SOA) a technology architecture software development services approach, enabling relationships and the exchange of data or information between parts becomes easy nature are loosely coupled (level of dependence between the components of the low), highly interoperable (easy to operate), reusable (can be used back) and interoperability (can communicate between platforms). SOA offers a design architecture that can be used by STMIK Lampung Partners to undertake the integration of information systems. Advantage of SOA that can be met by the ICT benefit STMIK Lampung Partners to undertake the development of the business process STMIK Mitra Lampung. SOA implementation methodology carried out there are 3 Phases, namely: Phase Initiation, Phase Develop Road Map, Phase Implementation and Testing, while the system service needs analysis conducted by the SOA lifecycle and service lifecycle. SOA reliable in the development and integration of information. While Web Services is a set of functions or methods contained on a server that can be invoked by clients. Implementation of SOA using Web services in a very precise STMIK Mitra Lampung used later, because by using this technology can represent a service / services in SOA and web services by the use of this new SOA potentials can be raised. Keywords: Service Oriented Architecture, Service, Web Services
Iin Marliana - One of the best experts on this subject based on the ideXlab platform.
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PENERAPAN SERVICES ORIENTED ARCHITECTURE UNTUK PEMODELAN SISTEM INFORMASI AKADEMIK PADA STMIK MITRA LAMPUNG
2017Co-Authors: Iin Marliana, Nisar ZaidalAbstract:This study will make a study on the implementation of the SOA model for integration permodel academic information system on STMIK Mitra Lampung, the design of which is called Service Oriented Architecture (SOA) can be a basis in the design of integration of information systems at STMIK Mitra Lampung. Service Oriented Architecture (SOA) a technology architecture software development services approach, enabling relationships and the exchange of data or information between parts becomes easy nature are loosely coupled (level of dependence between the components of the low), highly interoperable (easy to operate), reusable (can be used back) and interoperability (can communicate between platforms). SOA offers a design architecture that can be used by STMIK Lampung Partners to undertake the integration of information systems. Advantage of SOA that can be met by the ICT benefit STMIK Lampung Partners to undertake the development of the business process STMIK Mitra Lampung. SOA implementation methodology carried out there are 3 Phases, namely: Phase Initiation, Phase Develop Road Map, Phase Implementation and Testing, while the system service needs analysis conducted by the SOA lifecycle and service lifecycle. SOA reliable in the development and integration of information. While Web Services is a set of functions or methods contained on a server that can be invoked by clients. Implementation of SOA using Web services in a very precise STMIK Mitra Lampung used later, because by using this technology can represent a service / services in SOA and web services by the use of this new SOA potentials can be raised. Keywords: Service Oriented Architecture, Service, Web Services
