DEFEAT THE MINIBOS S AND SUPERBOSS – IG TEAM & EXEC …€¦ · & Don’ts From...

DE F E A T T HE M I NI B O S S A ND S UPE R B O S S – I G T E A M & E X E C UT I V E S UPPO R T

Nick Inglis, CIP, IGP, INFO

NI C K I NG L I S , C I P , I G P , I NF ONick Inglis is Executive Director, Content & Programming at ARMA International (formerly President of the Information C oalition, before the two organizations’ merger). Inglis is the author of ‘INFORMATION: The C omprehensive Overview of the Information Profession.’ Mr. Inglis’ writing has been featured in U.S. News & World Report, The Providence Journal, Yahoo! Finance, C MSWire, and others. Before his C o-Founding and leading the Information C oalition, Mr. Inglis served as the Director of Professional Development at AIIM and was one of the youngest Assistant Vice Presidents in Bank of America’s history. When not adding to his collection of certificates and certifications (C IP, IG P, INFO, ERMm, SharePointm, BPMm, E2 .0m, EC Mm, IMC P), he is likely spending time with his son, C onor Atom.

Ex e c uti ve S p ons or•Should be a part of the C-Suite•Should believe in the goals of the project•Provides direction•Provides alignment•Must have clear responsibilities and expectations

Re i te r a t i ng Ex e c uti ve S p ons or Do’ s & Don’ ts Fr om A r tPe tty . c om

1. Do spend time exploring the various views on this role.

2 . Do ask your project manager: “What do you need me to do to help you succeed?

3. Do work with your project manager to establish a communication protocol

4. Do remember to include a “911” protocol in your sponsor/ project manager communication plan.

5. Do recognize that you are accountable for the project’s outcome.

6. Don’t attempt to do the project

manager’s job.7. Don’t assume a high-performance

team will emerge without a lot of hard work

8. Don’t assume everyone on the project understands what your role is all about.

9. Don’t hide behind your title. Ask team members to evaluate your performance and your contributions.

10. Don’t forget to help the team celebrate.

Source: https://artpetty.com/2016/09/29/10-dos-and-donts-for-the-executive-sponsor/

I r on M ounta i n’ s T e a m S ug g e s ti ons•Executive Sponsor: CIO, or a designee

•Legal (Office of the General Counsel)

•Chief Data Officer•Chief Health Information Officer

•Discovery or Litigation Officer

•Risk Management•Compliance Officer• (Global) Records and

Information Manager•Chief Data Privacy Officer• Information Technology Security Leader

• Information Technology Infrastructure/Architecture Leader

•Critical Line of Business/Business Unit Leader(s)

• International (Regional) Leaders

http://www.ironmountain.ca/en/Knowledge-Center/Reference-Library/View-by-Document-Type/White-Papers-Briefs/A/A-Practical-Guide-To-Information-Governance.aspx

IG IM A s IG Te a m• Information Governance Leader (IGP)

• CIO• CDO• CTO• IT Director• Information Management Director

• Information Management• Chief Information Officer• Information Director• Information Manager• Newer roles

• Data Scientist• Data Visualization• Information Science

• Business Units• Must include all stakeholders or stakeholder designees

(varies by organization)

• Technology• Chief Information Officer• IT Director• Etc.

• Legal• Legal• eDiscovery

• Risk / C ompliance• Audit• Compliance• Risk Manager• Risk Officer

• Privacy• Chief Privacy Officer• Privacy Director

• Security• Chief Information Security Officer• Chief Data Security Officer

Steering Committee

Information Governance Leadership (IGP)

Information Management Business Units

Technology Legal Risk / Compliance Privacy Security

What roles would you include on your IG Team?

THE “TONE FROM THE TOP” F O R I NF O R M ATI O N

G O V E R NA NC E I S S E T BY THE _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ .

WHICH OF THE FOLLOWING I S NO T A LI S TE D S E C TI O N

O F THE A R M A I G I M S TE E R I NG C O M M I TTE E ?

INF O RMATIO N MANAG E ME NTLE G AL

PRIVAC YRE C O RDS MANAG E ME NT

S E C URITY

IG C ha r te r•The IG Charter is a summary document• It is deeply informed by previous assessment work

IG C ha r te r C ommon A r e a s•Every IG Charter is different but some common areas are:• Mission Statement / Purpose• Organizational Information Principals• Goals of Information Governance• Scope of Information Governance in the organization and

it’s relationship to other information-related efforts• Listing of the IG Team and reporting structures• Sub-committees and liaisons to the primary IG Team• Meeting frequency

M i s s i on S ta te me nt / Pur p os e•The Mission Statement or Statement of Purpose should be a basic rationale for the Information Governance program.

•Mission Statement or Statement of Purpose should be broadly applicable and have benefits to many, if not all, employees.

O r g a ni z a t i ona l Inf or ma ti on Pr i nc i p a l s•Organizational Information Principles should be concise statements of the organization’s risk tolerance and driving goals around information.

G oa l s of Inf or ma ti on G ove r na nc e•The goals of Information Governance should be concisely stated goals of the program.

•Bullet points are often included here.•Should be broadly applicable and have a benefit to the functions of most, if not all, employees.

S c o p e o f I nf o r ma t i o n G o ve r na nc e i n the o r g a ni z a t i o n a nd i t ’ s r e l a t i o ns hi p to o the r i nf o r ma t i o n- r e l a te d e f f o r ts

Ensure the reader understands that Information G overnance is the highest level of information strategy in the organization and flow of policy from Information G overnance to other information-related disciplines.

Li s t i ng of the IG T e a m a nd r e p or t i ng s tr uc tur e s

•Provide a listing of the IG Team and, where applicable (often in larger organizations), the reporting structure of the IG Team.

Steering Committee

Information Governance Leadership (IGP)

Information Management Business Units

Technology Legal Risk / Compliance Privacy Security

S ub - c ommi tte e s a nd l i a i s ons to the p r i ma r y IG T e a m

• In larger enterprises, IG Teams often have sub-committees or liaisons to other information-related committees. Where this is applicable, include it.

M e e ti ng f r e q ue nc y

•Some Information Governance Charters define the meeting frequency and regularity of their Information Governance team.

IG C ha r te r s

•All are different.•The goal is to quickly convey and set the highest level of direction for organizational Information Governance.

IG Fr a me w or k•Clarifies the details of Information Governance efforts

•Explores key areas for Information Governance•Not every organization utilizes an IG Framework –some organizations skip this effort and leverage something akin to it as the first step in the actual Information Governance Program (this is what I generally do)

Na ti ona l Ins ti tute of He a lth & C a r e Ex c e l le nc e (UK )

• Introduction•Scope•Principles•Reporting standards•Information risk•Health and Social Care Information Centre data

•Information assets•Roles and responsibilities•Incident management

•Information assurance•Contracts•Cyber security and business continuity

•Training•Confidentiality•Records management•Communication

Source: https://www.nice.org.uk/Media/Default/About/Who-we-are/Policies-and-procedures/Information%20Governance%20Policy%20and%20Management%20Framework.pdf

Doc ula b s IG Fr a me w or k

•Overall Program and Framework Strategy: The overall vision and strategy for managing compliance and risk at an organization

•Policies and Procedures: The organization’s “rules” for how organizational compliance should be managed and governed.

•Processes and Operations: The overall processes and operations used to support organizational compliance

• Information Technology and Management: The tools and technologies that are used or leveraged for managing information and enabling its retention, accessibility, security, protection, and disposition

Source: https://www.doculabs.com/framework-highly-effective-corporate-information-governance-programs/

Doc ula b s IG Fr a me w or k

•Physical Assets and Environment: The controls for physical and environmental security, and asset identification and classification.

•Roles and Responsibilities: The organizational structure and roles for the compliance program and the various compliance domains, and the roles and responsibilities for the individual business units as they pertain to the compliance disciplines.

•Metrics, Measurement, and Monitoring: The auditing, monitoring, measurement, and reporting of the organizational compliance program.

•Communications and Training: The mechanisms and methods used to educate the user community and improve compliance and adoption of the procedures and solutions that support the organizational compliance program.

Source: https://www.doculabs.com/framework-highly-effective-corporate-information-governance-programs/

S c op i ng & S ha r i ng Re s p ons i b i l i ty•Understand which policies and practices should be set at the highest level (applicable to ALL sub-categories)

•Which should be established by a sub-discipline (e.g. Records, eDiscovery, Compliance, etc.)

•Where flexibility exists to serve individual business units, divisions, etc.

THE IG CHARTER IS A _ _ _ _ _ _ _ _

DO C UME NT.

THE _ _ _ _ _ _ _ _ _ C LA R I F I E S THE D E TA I LS O F I NF O G O V

E F F O R TS A ND E X P LO R E S KE Y A R E A S O F I NF G O V .

TRUE OR FALSE: E V E R Y O R G A N I Z AT I O N T H AT

I S S U C E E D I N G AT

I N F O R M AT I O N G O V E R N A N C E

U T I L I Z E S A N I N F O R M AT I O N

G O V E R N A N C E F R A M E WO R K.

HOW DO YOU SPELL YO UR PRE S E NTE R'S

LAS T NAME ?

E NG ALSE NG LIS HING ALLS

ING LE SI NG L I S

AT ITS HEIGHT IN 2 0 15 , HO W MUC H

WAS Z E NE F ITS VALUATIO N?

$ 5 0 0 M$ 1. 2 B

$ 4 . 5 B$ 10 . 2 B

THE BROWSER PLUGIN THAT Z E NE F I TS C R E ATE D

TO C HE AT O N S TATE I NS UR A NC E E X A MS WAS

C A LLE D WHAT?THE ANS WE RS

THE PLUG INTHE C HE ATS HE E T

T HE M A C R OC HE ATBO T

WHICH IS YOUR IG LE A D E R S HI P TE A M THAT

S HO ULD HAV E B R O A D R E P R E S E NTATI O N?

S T E E R I NG C O M M I T T E EAUTHO RITIE S

S UPPO RTSPRO C E S S E S

WHICH REPRESENTS THE E LE ME NTS THAT E X I S T

TO E NS UR E C O NS I S TE NC Y I N YO UR

I G P R O G R A M?S TE E RING C O MMITTE E

AUTHO RITIE SS UPPO RTS

PR O C E S S E S

WHICH REPRESENTS THE E LE ME NTS THAT E NS UR E YO U’ R E ME E TI NG YO UR

O B LI G ATI O NS I N I G E F F O R TS ?S TE E RING C O MMITTE E

A U T HO R I T I E SS UPPO RTS

PRO C E S S E S

WHICH REPRESENTS THE E LE M E NTS THAT Y O U R

O R G A NI Z ATI O N HA S AV A I LA B LE THAT WI LL A S S I S T

Y O U I N E S TA B LI S HI NG I G ?S TE E RING C O MMITTE E

AUTHO RITIE SS U PPO R T S

PRO C E S S E S

UNDERSTANDING YOUR ORGANIZATION’S

_ _ _ _ _ _ _ W I L L A L L O W Y O U T O M A K E

I N F O R M E D D E C I S I O N S A R O U N D T H E

P R I O R I T I Z A T I O N O F Y O U R R U L E S &

P O L I C I E S .PRIVAC Y RE Q UIRE ME NTS

S TE E RING C O MMITTE ER I S K T O L E R A NC E

PRIVAC Y RE Q UIRE ME NTSAUTHO RITATIV E F RAME WO RKS

IG METRICS SHOULD BE E S TA B L I S H E D P R I O R T O L A U N C H I N G

Y O U R P R O G R A M . W H E N S H O U L D

T H E Y B E M E A S U R E D ?

( S E L E C T A L L T H AT A P P LY )B E F O R E L A U NC H

A F T E R L A U NC HE V E RY 3 MO NTHSE V E RY 6 MO NTHS

A T A R E G U L A R S C HE DU L E

WHO INVENTED THE DIG ITAL C AME RA?

S AMS UNGMO TO RO LA

C ANO NK O DA K

IBM

WHICH REPRESENTS THE A B I LI TI E S A ND MO D E LS

THAT UND E R P I N YO UR I NF O R MATI O N S Y S TE MS ?

C APABILITIE SS TRUC TURE S

I NF R A S T R U C T U R E

WHICH REPRESENTS WHAT’ S I N P LAC E TO

G UI D E I NF O R MATI O N THR O UG H THE

O R G A NI Z ATI O N?C A PA B I L I T I E S

S TRUC TURE SINF RAS TRUC TURE

WHICH REPRESENTS THE BUILDING

BLO C KS O F INF O R MATIO N

O R G A NIZ ATIO N?C APABILITIE S

S T R UC T UR E SINF RAS TRUC TURE

THE FIRST STEP IN THE INFO RMATIO N

LIFE C YC LE IS …

C A PT U R EC O LLABO RATIO N

IMAG INGS C ANNING

V E RS IO N C O NTRO L

THE LAST STEP IN THE INFO RMATIO N

LIFE C YC LE IS … ( S E LE C T A LL THAT A P P LY )

A R C HI V I NGBAC KUP

DI S PO S I T I O NUPLO AD

INFORMATION ARCHITECTURE,

T E C H N O LO G Y A R C H I T E C T U R E ,

TA X O N O M Y , M E TA D A TA , A N D

F O R M A T S & P R O T O C O L S A R E

E L E M E N T S O F W H I C H C A T E G O R Y ?C APABILITIE SS TRUC TURE S

I NF R A S T R U C T U R E

THE “TONE FROM THE TOP” F O R I NF O R M ATI O N

G O V E R NA NC E I S S E T BY THE _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ .

E X E C U T I V E S PO NS O R

WHICH OF THE FOLLOWING I S NO T A LI S TE D S E C TI O N

O F THE A R M A I G I M S TE E R I NG C O M M I TTE E ?

INF O RMATIO N MANAG E ME NTLE G AL

PRIVAC YR E C O R DS M A NA G E M E NT

S E C URITY

THE IG CHARTER IS A _ _ _ _ _ _ _ _

DO C UME NT.S U M M A R Y

THE _ _ _ _ _ _ _ _ _ C LA R I F I E S THE D E TA I LS O F I NF O G O V

E F F O R TS A ND E X P LO R E S KE Y A R E A S O F I NF G O V .

I G F R A M E W O R K

TRUE OR FALSE: E V E R Y O R G A N I Z AT I O N T H AT

I S S U C E E D I N G AT

I N F O R M AT I O N G O V E R N A N C E

U T I L I Z E S A N I N F O R M AT I O N

G O V E R N A N C E F R A M E WO R K.

F A L S E

DE F E A T T HE M I NI B O S S A ND S UPE R B O S S – I G T E A M & E X E C UT I V E S UPPO R T

Nick Inglis, CIP, IGP, INFO