Leadership Guide for Strategic Information Management for State Departments of Transportation (2016) / Chapter Skim
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Pages 53-77
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53 Implementing and Sustaining Change Step 7. Implement Information Management Services and Enabling Technologies Step 7 involves establishing standards and processes to implement and maintain a consistent agency-wide structure for classifying, defining, describing, integrating, and finding data and information.
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54 Leadership Guide for Strategic Information Management for State Departments of Transportation A full technical discussion of these services is beyond the scope of this guide. However, key selected practices are highlighted below.
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Implementing and Sustaining Change 55 tent standards and integration methods. The scope of architecture efforts can vary from a single system effort to an organization-wide one.
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56 Leadership Guide for Strategic Information Management for State Departments of Transportation An understanding of user information needs and patterns of information seeking is integral to effective information architecture. Enterprise Architecture Enterprise architecture is broader than information architecture.
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Implementing and Sustaining Change 57 to support integration and information sharing between these systems" (Cooney, Clement, & Shah, 2014)
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58 Leadership Guide for Strategic Information Management for State Departments of Transportation Ohio DOT Public Records Function Definition: "Any document, device, or item, regardless of physical form or characteristic, including an electronic record, created or received by or coming under the jurisdiction of any public office of the state, which serves to document the organization, functions, policies, decisions, procedures, operations, and other activities of ODOT [Ohio DOT] ." Exemptions (examples)
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Implementing and Sustaining Change 59 • Types of content/documents to be managed and potential overlaps with other systems. • Consistency in information organization, metadata, and terminology with other agency systems to enable searches across systems and to foster a familiar method of information retrieval.
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60 Leadership Guide for Strategic Information Management for State Departments of Transportation U.S. DOT, TRB, and AASHTO reports and journals)
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Implementing and Sustaining Change 61 centrally managed databases, data tables, and data elements. With the growing emphasis on open data, the value of metadata is becoming more obvious, and practices for creating metadata are maturing (See Figure 14)
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62 Leadership Guide for Strategic Information Management for State Departments of Transportation Software is available to support management of terminology, including taxonomy creation and implementation. This software may allow users to import existing taxonomies, automatically generate a new taxonomy, and automatically classify text into an existing taxonomy; it may also maintain taxonomies by updating related fields, which is important given the relational nature of taxonomy management (Walli, 2014)
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Implementing and Sustaining Change 63 (White, 2015)
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64 Leadership Guide for Strategic Information Management for State Departments of Transportation programs, and manage and track work (Spy Pond Partners, LLC; Transcend Spatial Solutions, LLC; James P
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Implementing and Sustaining Change 65 centralized planning and control, agencies may find a proliferation of tools and approaches created by users to meet specific needs, resulting in duplicated effort, confusion caused by inconsistently defined reports, and multiple uncoordinated efforts to resolve data issues. On the other hand, a completely centralized approach can create bottlenecks, stifle creativity, and leave a large gap between what users need and what is available.
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66 Leadership Guide for Strategic Information Management for State Departments of Transportation Step 8. Foster Culture Change and Build Workforce Capabilities All successful information management improvements require attention to the human side of the equation, which involves assessing workforce capabilities and managing organizational change.
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Implementing and Sustaining Change 67 Source: (SCONUL Working Group on Information Literacy, 2011) Figure 15.
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68 Leadership Guide for Strategic Information Management for State Departments of Transportation The concept of building information literacy within business environments has been addressed in multiple studies (Williams, 2014)
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Implementing and Sustaining Change 69 Step 9. Monitor Progress and Adjust Strategies Information management should be viewed as a continuous improvement process rather than a one-time project.
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70 Leadership Guide for Strategic Information Management for State Departments of Transportation • Does our plan need to be adjusted to better reflect the constraints we face? • Should we adjust our resources and/or activities to enable faster progress?
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Implementing and Sustaining Change 71 Lean Principles Applied to Information Management Value: Specify value from the customer's perspective -- what value is the information providing to internal and external agency users? Value Stream: Identify the value-producing activities needed to capture, process, organize, store, retrieve, share, analyze, and communicate information.
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72 Leadership Guide for Strategic Information Management for State Departments of Transportation processes can also benefit from applying the Lean framework. For example, DOTs can identify instances of the following: • Overproduction -- producing or collecting more data than are needed by the agency.
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Implementing and Sustaining Change 73 Wisconsin DOT The Wisconsin DOT is actively engaged in improvements under the Governor's Executive Order #66 that requires state agencies to implement a Lean government initiative. Lean Six Sigma is one approach the department uses to support continuous improvement.
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74 Leadership Guide for Strategic Information Management for State Departments of Transportation Financial •Cost •Return on investment •Risk Customer •Number impacted •Extent of impact •Alignment with business goals •Open data support Process •Timeliness of info delivery •Info quality •Info production efficiency Learning and Innovation •Opportunity to build competencies •Positions agency to meet future needs Figure 18. Balanced Scorecard framework for information improvement initiatives.
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Implementing and Sustaining Change 75 • Process efficiency, and • Learning and innovation. The framework emphasizes that no single metric can capture all areas of the business or all performance targets.
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76 Leadership Guide for Strategic Information Management for State Departments of Transportation Maryland State Highway Administration (SHA) In recent years, SHA performed a statewide internal assessment based on the Malcolm Baldrige criteria for performance excellence.
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Implementing and Sustaining Change 77 Key Points This final step in the strategic information management process provides an essential feedback loop from implementation back to planning. This step emphasizes the fact that information management can be viewed as a continuous improvement process rather than a single initiative or project.
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