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LEADERSHIP, POLICIES, INFRASTRUCTURE AND ORGANIZATIONAL MODEL
FOR THE IRM ENVIRONMENT

Resolute and clearly-defined authority, effective leadership, clearly stated set of no-nonsense policies, a well developed infrastructure and an effective organizational structure are some of the IRM Critical Success Factors for an effective IRM environment. This informational (not skill-building) seminar provides considerable detail to ensure that the transition from react-mode IS/IT to IRM is clearly conceived, and that changes of behavior are clearly defined, communicated, and can be implemented and enforced.

When attempting to change "the way we've always done it", exceptionally clear thinking about "the new way of doing" is critical. Writing down policies (new ground rules), infrastructure (a framework, standards, development methodology, and development tools) forces this clear thinking. Exactly what needs to be done, and to what degree, is discussed for each of these elements (IRM Policies, IRM Infrastructure, and IRM Organizational Structure). The necessary integration between these elements is described, and examples are provided to demonstrate that integration.

IRM Policies are discussed in detail, with an example outline for a complete IRM policy document, and example policy statements demonstrating effective form and content. The absence of clearly stated and efficacious IS/IT policies in today's enterprise is largely responsible for the information messes which have been created.

The category of IRM Infrastructure (terrible label, but important stuff) is also discussed in detail:

A detailed IRM Organizational Model is presented, complete with organizational chart, clearly-stated objectives, responsibilities, and authorities for each organizational unit in the chart. Extensive discussion of how the IRM organization differs from the typical IS/DP organization is presented. Responsibilities are driven by objectives; responsibilities are well-defined and cleanly partitioned; and authorities are balanced with responsibilities to prevent the absurd dysfunction of organizations having "responsibility with no authority". The IRM Organizational Model represents the organizational structure with the highest possible probability of motivating effective, coordinated, and successful behavior to achieve the objectives of the IRM environment.

Finally, a discussion of phased, coordinated transition from current IS/IT Organizational structure (which is entirely appropriate for implementing, managing and maintaining dis-integrated systems) to the newly designed IRM Organization is presented.

TOPICAL OUTLINE

 

DURATION: one day

TARGETED AUDIENCES: (no recommended maximum number of attendees)

PREREQUISITE: Concepts of Information Resource Management

RECOMMENDED: Transition to the IRM Environment


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© 2013 WILLIAM G. SMITH