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IRM Notes

Information resources management (IRM) helps organizations effectively manage information as a strategic asset. IRM identifies an organization's information, determines ownership, and assesses costs and value to support decision-making and maximize benefits. Key IRM activities include identifying information, assigning ownership, evaluating costs and value, developing information, and exploiting information. Organizations that implement IRM strategies through information audits and mapping can identify gaps and duplication, clarify roles, save costs, assess value, and improve decision-making with quality information. IRM draws on techniques from information science and systems to systematically manage explicit knowledge and support knowledge management.

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67 views3 pages

IRM Notes

Information resources management (IRM) helps organizations effectively manage information as a strategic asset. IRM identifies an organization's information, determines ownership, and assesses costs and value to support decision-making and maximize benefits. Key IRM activities include identifying information, assigning ownership, evaluating costs and value, developing information, and exploiting information. Organizations that implement IRM strategies through information audits and mapping can identify gaps and duplication, clarify roles, save costs, assess value, and improve decision-making with quality information. IRM draws on techniques from information science and systems to systematically manage explicit knowledge and support knowledge management.

Uploaded by

chici choco
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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IRM Overview

 Information technology allows operations, strategies and competitive advantages not


possible before.
 Operational dependency occurs when time, volume or other physical conditions make
the IT unique to perform a task. It is related to the organization’s EFFICIENCY.
 Strategic impact occurs when a policy, strategy or product uniquely requires IT for its
implementation. It is related to the organization’s EFFECTIVENESS.

Information as a Strategic Resource


o One of the dilemmas facing today's manager is that on the one hand they seem to be
suffering from information overload.
o they often they complain about shortage of information needed to make vital decisions.
o Symptoms of scarcity are the lack of vital information for decision making, unexpected
competitor moves and the inability to find the relevant 'needle in the haystack'

What is the solution?


Information Resources Management (IRM)
 is an emerging discipline that helps managers assess and exploit their information assets
for business development.
 It draws on the techniques of information science (libraries) and information systems (IT
related).
 It an important foundation for knowledge management, in that deals systematically
with explicit knowledge. Knowledge centres often play an important part in introducing
IRM into an organization.

5 Key Activities for effective IRM


 Identification
o What information is there? How is it identified and coded?
 Ownership
o Who is responsible for different information entities and coordination?
 Cost and Value
o A basic model for making judgements on purchase and use
 Development
o Increasing its value or stimulating demand.
 Exploitation
o Proactive maximization of value for money
Benefits of implementing an IRM Strategy
 Those that have started with some of its key processes of information audit, and
information mapping cite the following benefits:
o Identifies gaps and duplication of information
o Clarifies roles and responsibilities of owners and users of information
o Provide costs saving in the procurement and handling of information
o Identifies cost/benefits of different information resources
o Actively supports management decision processes with quality information

How to Manage Information as a Strategic Asset


 Understand the role of Information.
o Information can add value to your products and services.
o Improved information flows can improve the quality of decision making and
internal operations.
o Yet many managers do not fully understand the real impact of information - the
cost of a lost opportunity, of a poor product, of a strategic mistake - all risks that
can be reduced by using the appropriate information.

 Assign Responsibility for Leading your IRM Initiative.


o Developing value from information resources is often a responsibility that falls
between the cracks of several departments - the user departments in different
business units, and corporate planning, MIS units or librarians

 Develop Clear Policies on Information Resources


o Policies for ascertaining information needs, acquiring and managing information
throughout its life cycle. Pay particular attention to ownership, information
integrity and sharing.
o Make the policies consistent with your organisational culture.

IS/IT environment
Information technology as a commodity

 The trends
o Cheap, powerful and pervasive
o Over 30% capital expenditures
o IT was demystified, familiar to every person
o IT became an homogenous product
 MIS response
o Develop large, organization-wide, centralizes transaction systems
o Emphasis on on-line (vs batch) and database oriented information processing
o End-users encouraged to develop individual and departmental system using PCs
and LANs
Software engineering substitutes

 The trends
o Emergence of software houses
o Emergence of consulting services
o Computer industry becomes a software (vs hardware) industry
o Outsourcing
 MIS response
o Develop proprietary and high business impact systems
o Emphasis on supporting strategy and harvesting competitive advantages
o Automation of software engineering process
 Increase developers productivity
 Decrease development and maintenance time

Organizations' competitiveness transformation

 The trends

o challenge to America competitiveness


 globalization
 quality and customer service
o on-going business transformation
 leaner, flatter and rapid-response structure
 from mass production to mass customization

 MIS response

1. move IT closer to decision centers (downsizing, rightsizing)


2. system decoupling to processes level (reengineering)
3. ICASE and co-processing as facilitators

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