Strategic Information Management (SIM)

1. Strategic Information Management (SIM) is the process by which top agency officials and line managers plan, direct, and evaluate the use of information and information technologies to help accomplish their programmatic objectives.

2. Technology is becoming the vehicle from which accurate, reliable, and timely information is produced for strategizing, identifying objectives, improving productivity, and facilitating service delivery

3. Spending on Technology 10% of gross GDP larger than auto, steel, mining, petrochemical, and natural gas industries combined billions Tapscott and Caston, 1993; Keen, 1991

4. Forecasted Expenditures for 2001 $45b Billions $32b G2 Research, 1997

5. Scholars such as Davenport, Drucker, Marsh, Keen, and Attwell and Rule question why people remain so willing to speak and write as though the overall effects of computing were a foregone conclusion..... …..and that claims about the almost deterministic relationship between investing in office technology, personal computers, and information systems and getting improved productivity have produced too few proven results. Its as if there is some missing ingredient.....

6. a feast of choices & a famine of benefits 30% of all projects are canceled before completion 30% experience schedule delays 50% exceed original cost estimates 12% completed on time and on budget 1995 $81 billion spent on canceled technology projects The Standish Group, 1995 Cats-Baril & Thompson, 1995

7. Leading Through Turbulent IT Waters

8. The challenge for managers is: knowing how to best integrate strategic goals, information, and technology into common organizational procedures and knowing how to apply management strategies to information technology adoption efforts

9. The definition of project success has been modified to include completion: - Within the allocated time period - Within the budgeted cost - At the proper performance or specification level - With acceptance by the customer/user - With minimum or mutually agreed upon scope changes - Without unintentionally disturbing the main work flow of the organization - Without unintentionally changing the corporate culture

10. Strategic alignment. . . Align IT systems with your mission, goals, and programs. . . Demonstrate an IT “Results Chain”. . . Build and Enforce a Disciplined Flow From. . . Goals. . . Objectives. . . Measures. . .

11. Operational Impacts. . . Demonstrate how IT initiatives will . . . Meet the strategic Needs of the Enterprise Meet the needs of individual operational customers Meet internal IT business performance Meet ongoing IT innovation and learning

12. Org goals & obj IT Purpose mission/vision IT goals Vital few IT obj Vital few IT measures IT mngmnt/staff perf expec IT Results Chain Measurement Development and Alignment diverge/converge goals, objectives, and measures Measure, Communication, Collection, Analysis, Use

13. Process Measures • What Is Done To, For, With, Or By Defined Individuals Or Groups As Part Of The Delivery Of Services, Such As Performing A Procedure • Capacity Measures • The Ability To Provide Specific Services Made Possible By The Development And Maintenance Of The Information System Infrastructure • Outcome/Output Measures • Change (Or Lack Thereof) Measured By Impact/Results • Improvements In Individual Ability To Perform In The Organization • Customer Satisfaction

14. Policy Technology Efficiency gains Performance gains Administration Knowledge gains Inputs Cost drivers Outputs Benefits

15. Efficiency Gains • Lower Costs (Cheaper) Performance Gains • Detect Change Over Time And Differences In Change Across Programs • Improved Productivity (Faster/Better)

16. Reduce cost capturing process information enabling parallelism coordinating processes across distances combine similar tasks/activities reduce complexity reduce cycle time add value Policy Efficiency gains Performance gains Technology Administration Knowledge gains

17. Knowledge about: • Mission • People • Technology • Services • Finances • Processes • Market Policy Efficiency gains Performance gains Technology Administration Knowledge gains

18. Knowledge Management Diagnostic Tool

19. Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information. In organizations, it often becomes embedded not only in documents and repositories but also in organizational routines, processes, practices, and norms. Davenport and Prusak, 1998.Working Knowledge

20. The Learning Organization • Takes in Information, Material and Energy from the External Environment, • Transforms these Resources into Knowledge, • Makes Changes in Processes and Structures that Produce Goods or Services which Are Consumed in the Environment

21. A Learning Organization Is Skilled at……. • Creating, • Acquiring, and • Transferring Knowledge

22. How Does An Organization Use Knowledge • Organizations Use Information And Technology As A Stabilizing Mechanism To Gain Control Over The Environment, “As Signal” • Shared Information Facilitates Continuous Improvements In Service Delivery-VERTICALLY, HORIZONTALLY, AND DIAGONALLY • Technology In Learning Organizations Provides Real Time Access To Allow Instant Shifts In Direction Not As A Supporting Tool For Routine Decision-Making • Organizations Use Knowledge to Create Learning Organizations

23. What Is Knowledge? Data Information ACTION

24. Knowledge Balance Sheet • Know (Assets) • Don’t Know (Liabilities)

25. action or experience Doing ideologies Planning choosing future action Reflecting interests observing, feeling, thinking information Conceptualizing interpreting meaning

26. Why Do We Need Knowledge Management Now??? • Most work is information based • Organizations compete on the basis of knowledge • Services are increasingly complex giving them a significant information need component Need for life-long learning is reality! !

27. Construct measures that determine how well IT is supporting strategic, customer, and internal business needs Match measures and performance results to various stakeholders: community council / advisory board executive staff senior to mid-level managers operation staff

28. Provide indicators and measures of the proposed solution will support operational efforts. . . Provide tangible measures of all operational benefits. . .

29. What we will do… [Increase/decrease] task production/service delivery initiative How much we will do… [xx percent / time] The timeframe it will be done in… by [timeframe] The gain we will receive… for a savings of Generating Acquiring Combining Identifying Organizing Storing Collecting Representing Deepening Adapting Analyzing Codifying Applying Communicating Distributing Transferring Changing Improving Expanding

30. Tangible / Measurable Benefits Operational Benefits - Reduce the distribution of department and community crime information from up to 36 hours down to 15 seconds (8600x faster). - Create the capacity for direct communication between officers, investigators, and other agencies regardless of day of week, time of day, or location, for significantly increased exchange of crime and suspect information, via e-mail.

31. Tangible / Measurable Benefits - Improve officers’ ability to solve problems by reducing access time to incident and arrest reports from an hour to less than 15 seconds (240 x improvement) This represents a time reduction of 240 times and a cost savings of $26 per instance. If 1400 officers were to retrieve one report per working day, the savings for this one example would be $8,554,000 annually. However, for the officer to be an effective problem solver, the officer would likely retrieve more than one report per working day. - Reduce arrest processing time by 25%. 20,000 hours of 40 minutes per arrest will be saved, resulting in $400,000 of additional officer time in the field. - Reduce time needed to process cases for the District Attorney by 20,000 hours, resulting in $400,000 of additional officer time in the field - Increase time sergeants spend supervising, directing, and training patrol officers by 25%: 19,920 hours saved (1 hour per day) resulting in $600,000 per year additional supervisory time in field. - Total Savings based on these examples is $9,954,000.

32. Cheaper Reduce duplication in areas such as data collection and program development Generate revenue Savings in non-personal services: telephone, printing, mailing Savings in personal services Faster Reduce the number of steps in a process Staff receive access to information in a more timely manner Citizens get access to services in a more timely manner Better Improved responsiveness to citizen need through 24-hour access More satisfied clients because information is more accurate and consistent Ability to reach more customers with existing services

33. repeat visitors orders taken questions submitted files downloaded services delivered steady average, trends, patterns percent increase in site usage number of simultaneous users that can be supported

34. The Measurement Paradox Look to see what is going on in your own agency have processes been streamlined? Is client satisfaction up? Is worker frustration down? Are people contributing to your system? Have new opportunities emerged? What percentage of staff are publishing information to the database? What percentage is retrieving information on a daily basis? Is it faster & easier to collaborate? Has better decision making resulted? Have services improved?

35. Process Measures • What Is Done To, For, With, Or By Defined Individuals Or Groups As Part Of The Delivery Of Services, Such As Performing A Procedure • Capacity Measures • The Ability To Provide Specific Services Made Possible By The Development And Maintenance Of The Information System Infrastructure • Outcome/Output Measures • Change (Or Lack Thereof) Measured By Impact/Results • Improvements In Individual Ability To Perform In The Organization • Customer Satisfaction

36. Policy Technology Efficiency gains Performance gains Administration Knowledge gains Inputs Cost drivers Outputs Benefits