IMaaS—Ensuring Information Can be Harvested for Better Productivity

Christopher Wynder, Ph.DDirector of Client Services

ThinkDox, Inc.@ChrisW_thinkdox

chrisw@thinkdox.com

ThinkDox INC.

Overview

Developing a framework for long term success Managing IMaaS

Implementing a service orientated Information Management strategy

ThinkDox INC.

Burst

Lift

Mortar

Information management has fundamentally changed

Burn

FuelFinanceCom. P2P

Archive

Fire Control

AD/LDAP Firewall

Quarterly

reports

Mar

ket

rese

arch

Dept. reports

Pre-BYOD Today

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Patterns of HOW work gets done have changedStrictly Org. Chart Nodal

Model adapted from Dion Hinchcliffe @dionhinchcliffe; IT models

Image from: http://gmdd.shgmo.org/Computational-Biology/ANAP/ANAP_V1.1/help/anap-userguide/manual.html

• Information passed upwards.• Access to information was strictly tied to

position in hierarchy.• Ability to action on information tied to

hierarchy

• Information passed between nodes based on relationships within organization.

• Ability to action on information tied to role and project.

Documents consist of information that is used for particular business processes. There is no requirement for documents to be maintained for any period of time.

Records are a subclass of documents that must be treated differently. Specifically, they must be maintained in a format that cannot be changed for a specific length of time.

Technology has mixed separated tasks

Users do not have “silo’ed” work days where they handle just records or handle just documents.

9am

DATE

?5pm

The average user’s day

ERP/CRM

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The days of separate information sources is over

Organization-owned content stores

Departmental controlledcontent stores

Resource driven view of the corporate information

Individual corporate stores

Individual personal data

DATE

?

Service driven view of corporate information

ERP/CRM

ERP/CRM

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Integrating storage and service strategies

Developing a framework for long term success Preparing for successHow to ensure that you meet the

actual needs of the organization

Refresh scheduleMix of content types

The Information GardenHarvest schedule

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The soil is the key. Each plot needs to be balanced for the crop

IT Efficiency

Risk Mitigation

Business Efficiency

The Soil is the platform for information movement.

Each “plot” (service) is designed to enable personas based on information usage.

In a cloud environment users may want different platforms for each “plot.”

The garden as a whole needs to accessible for all users.

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Supporting Nodal working patterns

An architect plans the design of information:

Brings structure to unstructured sources.

Provides easy access to information users already know about.

Requires existing user compliance and understanding of information sources.

A gardener sets the parameters of access:Single point of entry across multiple types of information based on process.Provides access to a wide variety of information.Requires understanding of how work gets done.

Matching resource access to working patterns

9amDATE

?5pm

The average user’s day

How many different applications are they

using

How many times are they breaking compliance

ERP/CRM

Generate-How do users generate content-what are the filetypes,

what are the key applications

RecordWhere is the information from that content being

recorded? Office documents, applications

OrganizeWhat is the point of the content? Is the information being shared? Is it for revenue generation? Does it

need to be moved to other people?

When..is the information source used again. What do users

really need, what can you securely provide them.

This is a multi-project problem

Information risk and value

Enterprise wide policies

ArchivingDisposition, growth control

Information OrganizationBuild a taxonomy

Storage managementEnterprise wide storage control

through deletion

The key to controlling growth is translating management practices into governance policies

Management Governance Long term ROI

Polic

y

T

ech

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Taking advantage of infrastructure advances

What is shaping ECM and information management in

generalPreparing for success

Implementing a service orientated Information Management strategy

What does your infrastructure look like?IT and worker location Structure/Arrangement

Main ITSLocation 2

Location 1

Location 3Separate App/Inf/s service

Balancing budget with innovation

As budget and capacity become restrained, the need for consolidation will be increased.

For most this has meant moving high workload, low compliance applications to the cloud.

Without a clear security and access plan to partition services, “working” becomes a series of security compromises

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You may not know it but you are already part of the cloud

Cloud based infrastructure is a boon for IMaaS but it is not an easy transition

Communicate

• IM or email doesn’t matter.

• Automatically control content.

• Comply with regulations with ease.

Edit anywhere

• Complete version control.

• Keep documents under control.

• Integrated mobile device management.

Communicate

Collaborate

Edit anywhere

Enable

What cloud vendors are marketing What your reality is

Collaborate

• Let teams choose how they work.

• Complete document management.

Enable

• Build work-focused social networks.

• Find experts easily.• Let users own their

sites.

Providing a seamless experience requires implementation of at least FIVE separate cloud applications plus the access and identity management system.

Cloud storage

?

DATE

ERM

SharePoint

LegacyExchange

ERP

Information will be in a mix of on-premise and cloud during the transition period

On-Premise Software Cloud and SaaS

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ThinkDox INC.

Your security plan needs to change to protect your information

Web AccessHome

AD

Mobile Client

Client

Web AccessHome

AD

Mobile Client

Client

Strategic planning requires an understanding of how IT resources map to business services

Business facing

IT measureable

IT resources

IT service

Capacity

Applications

Business activities

People

Infrastructure

A IT service should reflect the business activities.

Business activities are rarely performed in a single application or storage location

Financial Services

Resource planning

The applications and storage points user need.

Expand the list to include back-end systems. These are the key capacity resources

ERP, “S drive”, excel

ATL Data center, local SAN, web service

Applications

Infrastructure

Example

Capacity management is the first step. Master the performance analysis then plan appropriately.

Capacity planning are the actions taken on re-occurring management concerns

Capacity management is a tactical activity focused on the present. It is the foundational procedure of defining KPIs that provide insight into critical temporary events.

Capacity planning is a strategic activity focused on the future. It is the process forecasting based, on historical usage, peak usage, and business inputs.

At its core, IM-as-a-Service is about measuring and analyzing information supporting technology in a way that is useful for both management and planning.

Measure Predict Confirm

The measured value must provide actionable insight.

Look for trends that are repeatable-and predictable.

Use the predictions to set average and peak values.

Identify resources that are key to capacity based on dependencies.Critical resources will be those that are key integration points or systems where multiple resources pass through across multiple services.

Application

Data Center

Azure

ERP CRM

Local DB

ECM

Infrastructure

IT serviceFinanci

alreporti

ngXy

“S” Drive

Network hub to DC

Email

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Move from here to IMaaS carefully

What is shaping ECM and information management in

generalManaging IMaaS How to ensure that you meet the

actual needs of the organization

Design an information platform for long term use

Public Access

Home

Mobile Client

Web Access

API?Data Lake?Connector?

User access?Vendor consolidation?

Insight

Day-to-day operations

Content creation

Archive

MarketingFinancialCompetitiveHiring processesA/P processesTime-offExternal comm.

User storeGroup “junk drawer”

LegalLong term value

Use

Archive

Run-off

Context

Multi-department

use

Key forward thinking information

Value of content increases

Num

ber o

f use

rs fo

r co

nten

t inc

reas

es

Insight

Day-to-day operations

Content creation

ArchiveUse

Archive

Run-off

Context

Multi-department use

Key forward thinking

information

The move to Office 365 displaces normal software

usage.

As organizations move to Office 365, day-to-day operations are often transferred out of purpose built apps and into collaborative O365 tools.

Transfer of information between applications often lags behind the process.

Insight

Day-to-day operations

Content creation

ArchiveUse

Archive

Run-off

Context

Multi-department use

Key forward thinking informati

on

Focus on ensuring that information moves between applications at the same rate

as the process.

Start with back-end services to ease compliance.

Long term success requires a policy framework that leads

both IT and end users to understand HOW information

is governed.

RecordsValue

Build you IM-aaS iterativelyPrincipals of Kanban1. Visualize Work• By creating a visual model of your work and workflow,

you can observe the flow of work moving through your Kanban system.

2. Limit Work in Process• You can also avoid problems caused by task switching

and reduce the need to constantly reprioritize items.

3. Focus on Flow• By using work-in-process (WIP) limits and developing

team-driven policies, you can optimize your Kanban system to improve the smooth flow of work, collect metrics to analyze flow, and even get leading indicators of future problems by analyzing the flow of work.

4. Continuous Improvement• Once your Kanban system is in place, it becomes the

cornerstone for a culture of continuous improvement. Teams measure their effectiveness by tracking flow, quality, throughput, lead times and more.

Use Kanban as a starting point

Kanban is from Toyota’s “Just-in-Time” model of supply management.

This required precise knowledge of when parts were needed, how many and what the rate of replenishment was for any given part.

Similarly, from a users perspective information is only useful at the time of use.

Unless you are an academic- you likely want the information in order to do something now.

Alignment and mapping of goals and how-to

User perspective

What do users need to know to perform their

job?

Is it tied to a process or just general knowledge?

Does it expire? Or change based on time or location?

Enterprise perspective

What are the required permissions for users to get

their job done?

Does access to information enhance process efficiency?

Where is necessary information for a process

coming from?

Don’t impede day-to-day operations

User perspective

Don’t re-build process in version 1.0.

Aggressively push for more access to base

information.

Limit the need for application switching for

information only purposes

Enterprise perspective

Design simple, implementable versions

that fix a pain point.

Think information movement first, technical

integration second.

Limit the number of apps that manage processes

Look to cull “extra” people steps

User perspective

Collect data, focus on changes that to reduce

tedious steps.

Embed compliance steps into automation.

Design for “peak laziness”

Enterprise perspective

Focus on efficiency of whole process.

Be willing to pay for automation to be done

correctly.

Provide ECM/BPM team will full access to compliance needs

Have a plan for version 3.0 before completing 1.0

User perspective

Have a transparent roadmap for what you are building towards.

Keep assuming there are steps that can be

removed from users.

Stage the transfer of user driven to machine

performed steps so as to be seamless.

Enterprise perspective

Place a premium on process efficiency as a

design element

Engage process users to reduce the headaches of

change.

Automate steps that impede information

movement.

Dept. level

Balance strategy with reality

Org. level

System of interaction

System of record

Access control

Findability

Archive

Ad hoc/ Fileshare

Holistic planning for information management

Infrastructure planning

Requirement gathering

Implementation

Integrated retention and disposition schedules

Understanding trends in content generation

Information management strategy

Technological support for managing information

Move from single process to enterprise strategy by cross mapping inefficiencies to work nodes

A/P

OrderProcessing

Department specific processes

Check schedule

Follow-upConfirm PaymentSend order

Review order

Monitor action

Request internal action

Review fulfillment

Financial information

Analysis

Documents

Messages

Finance

HR

C levels

BAs

Map the path through the nodes

via user to user communication

Strategic planning of service upgrades requires an understanding of how users use information to move through their day both

within their department and between departments.

Department movement through information sources

DO NOT underestimate the role of engagement as part of the move to IMaaS

Over-explain the need for user involvement in the move to IMaaS project.

Provide a mechanism for feedback.

Schedule and keep to the schedule of feedback.

Nothing kills a ECM project faster than silence from the ECM team.

Communicate

Build collaborative partnerships with the business when shaping the changes in related processes; employee on-boarding, retire/fire, financial reporting.

Create a clear, shared vision between the key stakeholders and IT. Take everyone with you, develop a shared agenda.

Collaborate

Build confidence in the change – allocate time and resources for user testing and training.

Provide visible and active post rollout support. Get feedback, fix problems, and keep communication channels open.

Build Confidence

Focus on the three key tactics for success when implementing change: Communicate, Collaboration, and Confidence

IMaaS is as much about IT staffing as it is about choosing the right platforms

• Start by determining how similar the key intra- and inter-departmental information movement patterns are across key IT platforms.

• Start with SERVICE issue; “Salesforce isn’t working may be the equivalent of “I can’t find the customer ID” to users. The Application support team and Service desk team need to work in concert.

• IT Asset Management and Capacity planning are they the necessary skills for technical success.

• Communicate, Communicate, Communicate. Every aspect of any “aaS” is about have clear lines of communication between support and users.

Thank youHave questions or want a copy of the presentation:Email me: chrisw@thinkdox.com

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