Caroline Doust

1. Knowledge Management Landscape Caroline Doust Enterprise Architecture

2. Introduction Knowledge is power Purpose • Review External Environment • Explain Current state of Knowledge Management • Propose Vision • Suggest Possible Actions to move toward Vision • Receive Feedback and Direction Introduction

3. Introduction Knowledge is power • External Environment • Legislative • Environment • The Records Management Framework • As a Ministry our activities in the information space are constrained by the need to meet the requirements of: • the Official Information Act 1982, • the Public Finance Act 1989, • the Privacy Act 1993, • the Electronic Transactions Act 2002, • the Public Records Act 2005. • With the obvious exception of the Electronic Transactions Act, these acts apply to all forms of information captured and used by the Ministry whatever their format or storage implementation. External Environment

4. External Environment Knowledge is power Legislative Environment Implications If the Ministry is to avoid costs and inefficiencies we need to understand the information we need to keep in accordance with normal prudent business practice and be ruthless in disposing of information when it is no longer needed. We need to identify and feed gems to Archive NZ External Environment

5. Legislative Environment Records Management Framework Current State of Support Sorting the wheat from the chaff ECU has some document life cycles agreed with the business and Archives NZ We don’t have the means to historically implement them in our systems and repositories as the data is not appropriately classified. E.g. File Shares, Objective instances, E-mails etc. Need to be able to develop proxies for value that we can implement and agree with Archives NZ to enable disposal. Valuing Information

6. External stakeholders From each according to their ability to each according to their need. • Data Usage Characteristics (A Sampler From Objective) • Most of our administrative/policy data has a 3-6 months active life cycle. • In IT’s Case • about ½ is never referenced after creation. • Perhaps printed and distributed. • Less than 1% is active over two years. • That is the data we need to make sure we can find when we need it. • With such figures the only reason to keep much • of this material is Compliance based. So it is in our interests • to negotiate the least restrictive compliance and to invest in • cheaper long term storage. External stakeholders

7. External stakeholders From each according to their ability to each according to their need. • Government is as an important source of information to its direct clients and the wider community. • Government produced information should be readily available to taxpayers. • Government should be more accessible to its constituents. • The W3C talks of three roles for government pertinent to the Knowledge Management Landscape. Government is seen as: • A provider of services. • A participant in engagement with citizenry. • An infrastructure to enable others to retrieve and manipulate government data. External stakeholders

8. External stakeholders From each according to their ability to each according to their need. Current State • The Ministry is well advanced along the path to self service via the web. • It is not in terms of providing data-reuse opportunities for the wider community. • It is not in terms of providing online policy discussion and feedback. • These later two items will create a need for: • Cross government semantics • ATOM,RSS feed technology • Social Networking Software • Reasoning structures like OWL, the semantic WEB • Create Once publish to many destinations capability. • It would be best if we could support this with one integrated tool suite. External stakeholders

9. Internal environment (A sampler) A tower of Babel This diagram demonstrates the overlap of concepts in the Knowledge Management Landscape using examples from MSD. The Knowledge Management Landscape at the Ministry

10. Internal Environment – Governence and Process One for all and all for one Enterprise Information Management is a cross functional enterprise wide commitment to managing information. It entails a Vision, Strategy, Governance and appropriate organisational structure, processes, enabling infrastructure and metrics.” (Gartner G00163356, Dec 2008) The Knowledge Management Landscape at the Ministry “(Gartner G155378, Feb 2008) EIM endeavours to integrate structured and unstructured data within a common set of information management disciplines and procedures which aim to manage information in accordance with its ongoing business value. It potential scope is all explicit knowledge and information within the Ministry. However most if not all effort will be applied to information of most critical business value.

11. Internal Technological Environment Current State All for one and one for all Objective plays the role of our Document management system whilst Trim is our Legacy Records Management system. TeamSite provides our Web Content Management system. Ideally these three systems would be integrated into a true Enterprise Content Management system. Theoretically a full implementation of Objective is capable of providing such a solution, although it lacks the level of functionality of TeamSite in the Web content management space or of a true content management system. Given Objective’s limitations and the current economically constrained circumstances of Government it is unlikely that we will be able to provide an integrated ECM environment in the medium term future. This does establish certain handicaps to efficient information re-use. Specifically a fully functional ECM would enable linkage and assembly of authorised document elements in order to reduce rework and to present a consistent view of the Ministry to other agencies and clients. It would also support integration with Web 2.0 technologies, wikis and blogs. A fully implemented ECM would also support multiple publishing formats to ensure that the same information is presented via web, email, document etc. Enterprise Content Management

12. Internal Technological Environment Current State Meta Data Managing Technology All for one and one for all Objective and Trim hold metadata for some documents. File share mata data is undocumented beyond the directory hierarchy. The metadata describing structured artefacts is scattered across a number of tools including Oracle Designer, Sparx Enterprise Architect, SAS repositories, Web Logic Integration, the Canonical Data Model and web and document repositories. The essential message is that the Ministry lacks readily available metadata that fully describes our data architecture and identifies the integration rules across multiple replicas of master data. This is typical for organisations of MSD’s size and corporate history of mergers and package acquisitions. As the Ministry has adopted Cúram as our Social Enterprise Framework the Cúram data model has become the de-facto Ministry Enterprise Data Model for all systems that fall within Cúram’s purview. Other systems such as HRIS are modelled as they come online. Data Architecture

13. Internal Environment Current State Meta Data Managing Governance All for one and one for all Records Framework meta data is the responsibility of the Enterprise Content Unit. Although historically they have only managed documents they are increasingly applying the same processes to traditional IT data e.g. databases. This is good in that it provides a repository independent layer of governance. The risk is that this group has little understanding of semantic metadata. The metadata that they understand describes the object from the outside as if it were a black box. IT has always been more interested in the metadata that describes the structure and dynamics of the black boxes and how they interrelate. The outside description being relatively trivial. It is the internal structure and interelationships which provide the flexibility and re-use that supports the business. So we must ensure that the black box tail does not wag the whitebox dog. Is it time for IT to subsume ECU and provide a single centre of expertise for metadata management. Data Architecture

14. Internal Environment A possible Organisational Model One for all and all for one EIM is not a once off initiative. It implies an ongoing organisational commitment. Therefore an early focus for EIM must be information governance and organisation. The structure below reflects those organisational concerns, with typical positioning within IT, EA or Compliance. (Gartner G001143754, Dec 2006). The Knowledge Management Landscape at the Ministry The Ministry has elements of Business Information Management and Data and Content Management within IT and CSRE but they lack formal coordination and clear lines of responsibility. They also lack any common management structure below the CEO. This would seem to suggest a repositioning of this structure could achieve efficiencies in this space.

15. Corporate Environment and Culture From each according to their ability to each according to their need. • The Ministry has the tools in place to create the information we need to operate our service lines. Once information is created it has normally been preserved by default. • What the Ministry lacks is a Ministry wide Governance Framework that could ensure that: • Information is managed according to business value • Shared information is identified and managed for the benefit of all parties • The quality of that information is fit for purpose. • Preservation of digital information of business or wider community value is supported by appropriate procedures and infrastructure. • Information is disposed of when no longer of value to MSD or archived if it is still of value to Archives NZ. • The Ministry also lacks the appropriate governance structures and incentives to agree on common utility applications that can be re-used by each business unit. The current culture fears interdependence between business unit applications. It is seen as propagating risk and inflexibility. Corporate Environment and Culture

16. Cultural Maturity One for all and all for one Achieving success in EIM also requires a level of organisational maturity. Gartner has developed a maturity model for EIM (Gartner G00160425, Dec 2008). The Knowledge Management Landscape at the Ministry It would be fair to say that the Ministry is some where between stages 0 and 1. The top management would, accept in the abstract, the importance of information however would need to be convinced of the value of spending money on managing it.

17. Valuing Information Sorting the wheat from the chaff • Information value hinges on the fact that information only provides value if it supports business processes i.e. it must have utility for the Business. (Gartner G00168235, Jul 2009). Thus value varies dependent on the value of the processes supported and the criticality of that support (Gartner G00162130, Nov 2008). • Typically lack of information results one of the following: • The inability to complete the process. • Sub-optimal decision making. • Rework due to information errors or incorrect results if errors are not detected. Valuing Information

18. The Knowledge Organisation – Where we want to be? If you don’t know where you are going how to do you know when you get there? Information The information the Ministry of Social Development needs to perform its business is identified; and processes, roles and technology are in place to ensure that the right information is available at the right time, to the right people at the right level of quality. Information is readily available in a transparent and auditable manner that supports the Ministry of Social Development in meeting its regulatory, product support and administrative needs. The Ministry of Social Development will be an environment where re-use of information is common. Information is created once and is easy to find so that it can be re-used whenever appropriate. It is disposed of when it is no longer of value to either the Ministry or the wider community. This re-use will enable the Ministry of Social Development to present a consistent story to our stakeholders and regulators. Information errors can be corrected once, and the correction flows through to other occurrences of that information. Information of use to the broader community is made available in a form that assists them to engage in value adding activities such as in depth research, analysis and innovation. The Knowledge Organisation – Where we want to be?

19. The Knowledge Organisation – Where we want to be? If you don’t know where you are going how to do you know when you get there? Culture A culture of information-sharing exists, and sharing is rewarded, with expertise recognised and leveraged. Information will be regarded as a product. Information-producers are accountable for ensuring their product is of an agreed quality that meets the needs of all of its consumers. Organisational learning is documented and accessible; leading to a culture of continuous improvement. In this learning culture, people take responsibility and support one another. They share experience and learn from mistakes as well as successes. Good ideas are heard, acted on and rewarded. The Knowledge Organisation – Where we want to be?

20. The Knowledge Organisation – Where we want to be? If you don’t know where you are going how to do you know when you get there? Technology There is a single searching mechanism for locating information that people need to do their job; with effective induction and training processes to enable use of that mechanism. Tools have been implemented to support information re-use opportunities within the business and to minimise the cost of maintaining our information items. Collaborative document creation is supported by versioning, archiving, check-in, check-out and workflow-management processes. Social media are readily available to encourage collaborative value creation and knowledge transfer. Information is classified under an approved taxonomy that supports the business in readily finding the information it needs. Item creation is supported by a low-impact user-friendly classification tool that assists the users to classify their own items according to the Ministry of Social Development taxonomy. There will be automatic classification enabled in the background to facilitate classification. The Knowledge Organisation – Where we want to be?

21. Next Steps If you don’t know where you are going how to do you know when you get there? The current state documented above demonstrates obvious internal and external drivers that will dictate our next steps in the Knowledge Management Landscape. These steps are also consistent with the above Vision. The Digital Continuity Plan and the Digital Continuity Action Plan are Archive NZ whole of Government Initiatives to which the Ministry has committed its support. The implications of that support are that we need to identify Ministry held information of lasting value to the Ministry or the wider community. We need to preserve that information, make it readily accessible to Ministry staff and in some cases make it available to the community for value adding activities. These requirements dictate a set of priorities for the Ministry Knowledge Management Landscape. Next Steps

22. Next Steps If you don’t know where you are going how to do you know when you get there? The current state documented above demonstrates obvious internal and external drivers that will dictate our next steps in the Knowledge Management Landscape. These steps are also consistent with the above Vision. The Digital Continuity Plan and the Digital Continuity Action Plan are Archive NZ whole of Government Initiatives to which the Ministry has committed its support. The implications of that support are that we need to identify Ministry held information of lasting value to the Ministry or the wider community. We need to preserve that information, make it readily accessible to Ministry staff and in some cases make it available to the community for value adding activities. These requirements dictate a set of priorities for the Ministry Knowledge Management Landscape. Next Steps

23. Next Steps Technology If you don’t know where you are going how to do you know when you get there? We need to move toward integrating our disparate technologies and provide a common interface and infrastructure for managing and delivering information to the business. Next Steps

24. Next Steps Information If you don’t know where you are going how to do you know when you get there? We need to identify information of value to us and/or the community. To do this we need an information audit. This will also identify information that we can afford to dispose of. We would then need to enter in a cycle of discussion with Archives NZ as to what can be disposed of and what must be archived. The principle being if it is no longer of business value but is required by Archives NZ we must archive it, otherwise we dispose of it. We need to set in place mechanisms for preserving information of long term value. To do this we need a digital continuity plan. Next Steps

25. Next Steps Information Semantics If you don’t know where you are going how to do you know when you get there? The better we describe and structure our information the more usable it becomes Next Steps

26. Next Steps Information If you don’t know where you are going how to do you know when you get there? We need to make that information accessiblewithin and without the Ministry. To do this we need to combat our digital landfill and to put in place appropriate search and portal technology. It will also include dynamic data feeds to the community along with internal and community facing social media. We need to make sure our information is fit for purpose both for us and especially for the community to which we will be exposing it. To do this we need to put in place data quality management. Next Steps

27. Next Steps Governance If you don’t know where you are going how to do you know when you get there? Our existing IT governance and Business Governance processes discourage the sharing of information and IT functionality. Projects are driven by specific service line needs and ring fenced from interdependencies in order to minimise short term risk. Such an approach hampers the implementation of shared registries and cross service line functionality. Thus it undermines both Master Data Management and our desire to base our operations on Cúram Social Enterprise Software. IT Governance needs to become cross service line if we are to achieve the increase in efficiency and effectiveness that the Cúram software promises. Many of these actions require governance oversight at the highest level. The ITGC is the starting point for the development of such a governance structure. Next Steps

28. Conclusion All good things must come to an end This has been an overview of the current knowledge management landscape at the Ministry. It has then suggested a vision to which the Ministry could aspire. There are a number of steps identified in the previous section that must be undertaken before the benefits of implementing the Vision can be further clarified. Fortunately industry experience and legislative guidelines make those steps sensible ones for the Ministry to pursue. Achieving the complete vision will require a wholesale cultural change and significant technological investment. Perhaps only partial implementation of the Vision is most appropriate for the Ministry. It will depend on the costs and the benefits we can achieve along the way. Conclusion