The art of information architecture in Office 365
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I gave this this presentation at the Collab365 Global Conference in September 2020. It covers the main elements you need to consider in developing an information architecture and management plan for Office 365
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The art of information architecture in Office 365
- 1. The Art of Information Architecture in Microsoft 365 Speaker: Simon Rawson PowerMark Solutions
- 2. Agenda and Summary • Information management – document, records and knowledge management • Information architecture and strategy – 300 level • Technology – mainly 100 level – however there are a few pearls • Audience • Information and Records Managers • Solution and Information Architects • Information Strategy Planners • Business Analysts • CIO and CKO • Themes • Information lifecycle, strategy and models • Business processes and value • Compliance • Adoption and governance • Cortex and AI
- 3. Source: gta (Grand Theft Auto) Wiki http://gta.wikia.com/wiki/dozer
- 4. The Purpose of Information Governance “Information governance, or IG, is the set of multi-disciplinary structures, policies, procedures, processes and controls implemented to manage information at an enterprise level, supporting an organization's immediate and future regulatory, legal, risk, environmental and operational requirements. IG encompasses more than traditional records management. It incorporates privacy attributes, electronic discovery requirements, storage optimization, and metadata management.” - Wikipedia • Governance, risk and compliance approach – a defensive model
- 5. Session Outcomes Better understand business processes How to track and document processes Understand the process-content interplay Know the skills and roles to roll it out successfully Have a model for organisational and business unit engagement you can adapt to your organisation Satisfy information management needs for retention and disposal Ways to engage and obtain senior management sponsorship
- 6. Digital Transformation, Collaboration or What? • “Delivery of products and services in an increasingly effective and efficient way” • “Provide self-service to consumers through better information and automation” • “Improved collaboration” • “Paperless work processes” • “Remote working” • You need to define what digital transformation means to you and your organisation – and to your key processes • You need to find ‘real world’ processes which make a difference – the ones which make people sit up and take notice
- 7. • Information management strategy • Foundation IM infrastructure capability • Well managed business content (documents, images, audio-visual) • Taxonomy and classification • Document approval-type workflow • Seamless records management • Seamless intranet • Collaboration • Extended capability • Forms and business process workflow • Retention for business applications • Business intelligence & reporting • Inter-organisation collaboration • Client engagement • Automated publishing - web and print • Processes and content spanning intra- and Internet sites, and mobilised versions of your content and forms Foundational Elements Skills: • People • Process • Change • Information and knowledge curation • Technology
- 8. • Executive sponsorship • Initial and ongoing budget • IM strategy linked to corporate strategy - VISION • Architecture • Common IA design and processes… • …keyed to organisational strategy • Extended for individual business units • Organisational change • More effective and efficient business processes • Training • More effective communications and collaboration • Behavioural change • Support • Deployment & migration support during implementation • Governance and support model, processes and tools • Ongoing business and technical support • Knowing what the technology can be made to do in support of business processes Success Factors / Outcomes Time!!
- 9. Information and Process Architecture Model Foundation for ‘On-the-Ground’ Information Management and Digital Service Delivery
- 10. Common Information Management Processes
- 11. TAXONOMY FOR OPERATIONS MANAGEMENT AKA INTEGRATED MANAGEMENT SYSTEM
- 12. Demo
- 13. Demo Recap and Recommendations • Metadata • Lifecycle • Classification – drives search AND retention • Metadata defaults – reduces the need for users to manually enter metadata • The importance and use of templates • Per location defaults – key workflow to update of properties associated with folders and document sets • Content types • Use the Content Type Hub to manage metadata and content types across all Teams and SharePoint site collections • Add Content Types to libraries to provision metadata • Keep content types to a minimum – use metadata to distinguish and classify documents • Keep it consistent and simple – don’t rely on manually applied metadata • When configuring IA to support business processes – think about what metadata supports reporting and performance management
- 14. Information management is multi-disciplinary and strategic Information Management Process / Quality Office Digital Transformation Information Technology Marketing & Comms Knowledge Mgmnt HR / Training Customer Support Customer Self Service Digital Transformation Business Units Key Stakeholders
- 15. Ongoing Support / Governance Roles
- 16. • Print • Transactional documents (invoices, purchase orders etc) • Knowledge management • Learning Management Systems (LMS) content • Contracts and other legal information • Procurement information / documentation about products or services your organisation acquires • Product / service accreditations and other content sourced externally • Human Resource information management (eg. Certifications and training etc) • Board and senior management (reports, spreadsheet models etc) • Internet-based references and resources • Extranets / partners’ information management systems Scope: How Well Does M365 Cover
- 17. O365 Project and Ongoing Governance
- 18. These Are a Few of My Favourite Things #1 Qualitem.com • Live Publish • Word Document to web content (SharePoint, WordPress etc) • Other products for classic to modern page migration, metadata entry into Office apps and a few others
- 19. These Are a Few of My Favourite Things #2 CircleT.com.au • Kasama • Cortex ready • Digital resource center and modern refinable search • Other product components (digital signatures, document compilation) • Once-off licence and installed your tenant • Find it in AppSource
- 20. These Are a Few of My Favourite Things #3 Typefi.com • Typefi Publish • Single-source publishing • MS Office and XML source published to e- book/EPUB, print, web, HTML, and DAISY • AI-driven automated layout and typesetting • 80% faster, less manual effort • SharePoint integrated • Used by United Nations, US and EU governments, ISO and many commercial publications MS Word to… …and
- 21. My Contact Details Simon Rawson Principal Consultant, Information Management PowerMark Solutions simon@powermark.net.au LinkedIn https://www.linkedin.com/in/simonrawson/ www.powermark.net.au
- 22. Purchase an “All-Access Pass” today and get all of the sessions from GlobalCon3 on-demand, 10 eBooks plus other goodies. THANKS FOR ATTENDING ...
Notas do Editor
- Too many organisations jump straight into Teams and Microsoft 365 without really considering how they want technology to transform their processes and that they’ll use the platform for the foreseeable future. Most are headed for information sprawl. This session will cover information process vision setting, senior management buy-in, information lifecycles, search, and continuous improvement - and what you need in the IA to support it.
- Although this session focuses on high level information models and concepts, I’ll demonstrate how the concepts can be put into practice and the implications for compliance, security, search and why it’s an important component for the later introduction of AI and Cortex knowledge management. I’m not going to read through the list of bullet points on my slides. The bullet points are for you to read and for your later consumption. Attendees dialling into this session will have the presentation deck available. Included in the deck are an extensive set of notes. Feel free to ask questions in the chat window. Although the session is recorded, I’m responding to questions in real time. I’ll leave my contact details and am happy to help after the Collab365 Global Conference concludes. All too often M365 projects fail to deliver the business value the could and end up instead with uncontrolled sprawl. It’s never too late to retrofit an information architecture into M365, however the longer you go without it, the more difficult it becomes. The main purpose of the presentation is to give you: Tools for information strategy planning and engagement with executive management Show why M365 is strategically important Give you models for business information governance and support – as opposed to technical solution governance The presentation and demonstration is going to move pretty quickly – so brace yourselves!
- Don’t you hate those presentations full of wonderful, high fidelity images – which don’t give you anything to take away and use? OK – there is a purpose to this image. It’s a working bulldozer, scarred with signs of use. All the content in these notes has been put into practice in one project or another over more than 10 years. Feel free to use any of the material. Just remember to attribute it. Any material I’ve borrowed from elsewhere is credited. This image by the is not a real bulldozer, it’s an image from Grand Theft Auto and is no doubt copyright. Not that there was a copyright notice on the Wikia siteI found it. That’s an issues about information and knowledge management. The context of information you find is sometimes more important than the information itself. More to come on that topic in a couple of slides.
- Traditional definitions of information governance focus on risk and compliance. This misses the opportunity side of the coin, which is the better use of information and solutions such as Microsoft 365 to improve business processes effectiveness. The biggest roadblocks preventing maximally effective deployment of M365 is lack of executive management support, leading to insufficient budget and staffing to be able to do it right. You won’t get that talking about risk and compliance. You’ve got a far better chance of getting that support by talking about how M365 underpins organisational strategy and contributes to innovation and ongoing improvement of your processes, services and products. I compare the complexity and cost of introducing new information management systems to the complexity of introducing a new ERP system. The 2 main differences are that IM solutions typically get a 10th or less of the budget, and not everyone in an organisation is impacted by the introduction of a new ERP.
- ‘Digital Transformation’ (in inverted commas) ‘Digital Transformation’ has been with us since the dawn of information technology. IT’s goal has always been to automate information-based business processes. Key points: If support systems directly support business processes then satisfaction and longevity will be high The benefits of ‘digital transformation’ are achieved not by general solution features (e.g. improved collaboration and search), but how well they support discrete key processes Change management and engagement is key to success (as illustrated in the examples below) Of primary importance is knowing how your technology can be made to work and using it to directly support business processes. Most innovation is not in technology, but the use to which it is put All processes are not equal. Understanding what processes are key and focussing on them gives you a good business case… …and reason for management support ‘There ain’t nothin’ new under the sun, but if the term ‘digital transformation’ provides the budget needed to make ECM projects successful, then play that card The examples below would be regarded as digital transformation. All are projects on which I have worked. Example scenario #1 Aviation schedule planning Planned changes to schedule to accommodate maintenance and passenger demand variation Versions of potential schedule changes – visually represented Communicated to engineering, crewing and operations control – remote operations Acceptance / rejection + reasons captured Final approval Release and updated in reservations system Notifications to booking hall staff to contact impacted passengers Version history on flights When flights were changed The reason – and whether the change was primary or consequential Comments The year was 1981. 1986 saw an X-Windows graphical user interface allowing schedulers to drag and drop flights between aircraft but still used the original system in the back end. The system continued in operation with QANTAS for 30 years. Custom built but based on solid information management principles. The graphical UI was built using native X-Windows functionality. The business case for the GUI was conservatively estimated using discounted cash flow analysis at 3500% ROI. The head of Finance said, “ We can’t put that up to the Board for approval. They would demand to know why we hadn’t done it before.” He put a line through it and pencilled in 35% ROI. Example #2 ASX participants library, accessible through the ASX website Listed companies submit one or more documents or lodgements Some are confidential Others are available to the public ASX listing rules and support resources for listed companies Notification, review and approval workflow for all submitted documents Public, searchable face, internally workflowed All functionality based on standard ECM product configuration, with a little lipstick on the public facing UI The year was 2000. The product was Intranet Solutions IntraDoc. Finally de-commissioned 16 years later in favour of an expanded system. Example #3 Sensis CitySearch, a guide to bars, venues and events Clients could list and advertise Content syndicated from a number of external sources External face allowed the public to search acts, venues and locations Internal face: Content curation Advertiser account management, used by the Call Centre 3 months after implementation unsolicited feedback was received from the Call Centre saying it was the best system they’d ever been given It wasn’t a good system – it was jerry-rigged based on what you could do using standard back-end admin features in a web content management system The system was configured to meet Call Centre process requirements The engagement, change management, training and immediate post-implementation support was exceptional Process-centricity By ‘real world’ processes I mean business processes as opposed to information management processes. A document approval process is an IM process – and nobody gets particularly excited. That’s reflected in the slide quotes about definitions of Digital Transformation. A travel request and approval, based on a form is getting better. An incident management handling process, using a SharePoint Document Set with a number of pre-provisioned documents such as an online report form, incident investigation report template, with provision for managing outcomes and lessons learned is even more exciting (assuming it’s not duplicating what’s done in other systems). Both examples can be built using ‘out of the box’ (OOB) functionality. OOB you can even build rudimentary reporting e.g. how many travel requests per month, aggregate value of travel, number of incidents by month and severity. By the end of this presentation / workshop, you’ll: Better understand business processes How to track and document processes Understand the process-content interplay Know the skills and roles to roll it out successfully Have a model for organisational and business unit engagement you can adapt to your organisation Satisfy information management needs for retention and disposal Ways to engage and obtain senior management sponsorship The single most valuable person is he or she who understands how the technology can be made to work and solve business problems. Not necessarily how to do it technically. This could be an information management practitioner, a business or process analyst who also understands (or works closely with) IM, or anyone with the aptitude and interest. Most likely it’s going to be a small, close knit team who will be at the heart of your ECM or digital transformation project. The single most valuable thing this person or team should do, is ensure those skills are fostered in the champions, power users or local administrators in business units. Business units who are knowledgeable about the use of the technology and see the value for their business processes will be engaged. Adoption will not be an issue.
- What’s missing from this slide? Skills and organisational capability! SharePoint demands: Solid tech support and skills in the SharePoint development framework Information and knowledge curation Process Change management and training Communications
- It takes time to: Build skills Develop experience Change behaviour The executive management / organisational strategic layer is your business case. The inner layers are your change management plan, information architecture, and common working processes
- The underpinning principle is that all information and knowledge is generated by processes, for the support or consumption by other processes. Processes are managed, and understanding and tuning process performance is Management’s key responsibility. Hence Processes and Performance are at the heart of the model. Performance encapsulates elements such as management style, organisational culture, and metrics and reporting about Process performance. An organisation’s key goal is successful production and delivery of Products and / or Services. This is the reason an organisation exists. You can justifiably argue that Products and Services are central, however from a management perspective, all Products and Services are planned, built and delivered by Processes. Products and Services are delivered by People and Organisational capability. Surrounding all activities is Communication. Within process instances there is Collaboration (which is generally semi-formalised and subject to established Processes and governance) and Conversations (ad hoc and informal, but absolutely critical for success, and supported by a variety of means such as email, phone calls, ‘water cooler’ chats, and social computing). Every time a Process is exercised, it’s participants know how well it worked or if there were issues encountered. Processes should ideally have defined steps for review, capturing lessons learned and identifying potential improvements. From the Conversations, mechanisms should be available to capture knowledge and suggestions for improvement. These mechanisms should extend to all participants, including eternal customers. The responsibility for capturing valuable knowledge and ideas for improvement rests with all participants. Simple mechanisms should be built into information management systems to capture feedback, or be built into every automated workflow. The mechanisms ad management processes for doing so form part of the Benefits Realisation and Innovation Strategy. How this is communicated and delivered forms part of the Communications and Training Strategies. (See later in the presentation on Innovation Management for processes associated with managing and actioning feedback, innovation and improvement.)
- Version control Approval Review Action assignment & tracking Feedback Status (Draft, Review Draft, Released, Withdrawn, Copy) Tagging (according to a process-oriented taxonomy) Document tags or types (e.g. for a ‘policy’, what type such as policy, procedure, guideline, work instruction, QRG, user guide etc) Copy a link (held locally for convenience and context, but avoiding duplication) Case management Process maps / libraries Corporate and directorate level resources Policies and procedures Templates Processes Retention and disposal Sensitivity / protective markings
- The Integrated Management System (IMS) or Operations Management System (OMS) is the set of compliance frameworks used within an organisation should be used as the primary taxonomy for information classification. Organisations with risky operations (such as mining, resources, transportation, construction and engineering) or which are heavily regulated (such as Financial Services and Health) are most likely to have an overarching IMS. Not every organisation has a cohesive, organisation-wide IMS. However every organisation has its own policies and procedures dictating how it operates. Examples of compliance frameworks commonly folded into an IMS include its quality management system (e.g. ISO 9001), risk management (ISO 31000), environmental management (ISO 14001), occupational health and safety (ISO 18001), etc. More information on IMS can be found at https://www.sciqual.com.au/what-integrated-management-system-ims. A local example of an IMS at work is BP’s OMS, which is the framework covering all operations, including in Australia. (Search on BP OMS finds BP templates for their procedures.) If we consider policies and procedures etc, what sort of characteristics or processes apply? Updates to policies or procedures will cascade to related content down the hierarchy – but not up They apply for a date range (cf. content like meeting documents or financial transaction documents which apply for a given date They should have a review date or review trigger event Most policies will apply across the organisation… …but may have departmental or business unit versions Procedures and work instructions etc will generally be specific to business units ISO 9001:2015 clause 4.4 Quality management systems and its processes requires an organisation to “maintain documented information to the extent necessary to support the operation of processes and retain documented information to the extent necessary to have confident that the processes are being carried out as planned.” (https://www.iso.org/files/live/sites/isoorg/files/archive/pdf/en/documented_information.pdf)
- What’s missing from this slide? Stereotypes are dangerous! But nonetheless… Information Technology Budget constrained and cost conscious (as opposed to value driven) Little authority to drive business process improvement Typically poor at ongoing organisational change management Typically responsible through Finance or Corporate Services Information Management Generally a focus on records and compliance Risk minimisation mindset as opposed to process improvement mindset Little focus / skills in developing tacit knowledge and knowledge communities Rarely appreciates or has authority over business processes May be housed in Corporate Services or Company Secretariat Knowledge Management Focus on communities of practice and both tacit and explicit information Process improvement / automation is generally outside the brief The minutiae of managing records is generally outside the brief Likely to be housed in Human Resources or Corporate Services Marketing & Communications Poor skills in business process improvement and the application of workflow / information technologies Poor knowledge of the formal disciplines of Knowledge Management or Information Management Generally operates on a delegated model of content information management Good awareness of communication styles, accessibility and messaging Process / Quality Office Generally focussed on strategic processes and solutions Rarely resourced or focused on providing front-line support and hands on training Good at strategic alignment Digital Transformation Good at strategic alignment Tends to focus on customer-centric processes and workflow Tends to exclude Information Management and a vision for information management processes Tends to be viewed as a separate project, rather than an ongoing business function integrally tied to other information management processes Business Units Own the information… …and have first responsibility for its management and curation Typically not aware of good information management practice or what their systems can be made to do BU support roles are typically informal and not part of Position Descriptions… …managerial roles SHOULD explicitly include this responsibility
- Value is only realised when the systems and knowledge are put into play at the ‘coalface’, in user departments or in support of customers. Effective systems rely on a complex hierarchy of internal stakeholders. The ordering of stakeholders on the left is significant, as shown in the next slide. Responsibility for content and structure maintenance rests primarily with business units, supported by information management. IT should have no responsibility for content maintenance. IT and Infrastructure Architecture responsibility rests with IT. Information Management, the Processes Office and Knowledge Management (if there is a dedicated business unit) are key stakeholders and business owners. Responsibility for Information Architecture and processes rests with Information Management, the Process Office, and Knowledge Management. Consumer business units (MARCOMMS, Customer Service and Business Units) should not be exposed to the underlying technology architecture, other than is needed for maintenance and configuration.
- Which KM systems do participants use? Consider: Records Management Document Management Intranet Internet Collaboration Business Process Management / Workflow How completely does this set of technologies manage your information? Consider the full gamut of common processes, including: Print Transactional documents (invoices, purchase orders etc) Learning Management Systems (LMS) Contracts and other legal information Procurement information / documentation about products or services your organisation acquires Product / service accreditations Human Resource information management (eg. Certifications and training etc) Board and senior management (reports, spreadsheet models etc) Internet-based references and resources Extranets / partners’ information management systems
- At this level the Governance Model is generic and can be applied to any information management project. Later stages which further detail each step become more ECM specific (in the case of this presentation, focused on ECM solutions incorporating Records Management, which is certainly not the case in every instance). This framework has proved its worth in numerous projects. Like any framework, it must be adapted for each project and audience. Alternative frameworks may be just as applicable and valuable. The greatest risk to success is lack of an overarching governance framework that covers initiation through to ‘business as usual’ operation.
- Live Publish is one of my favourite things because it supports singe-source publishing from Word documents (an author’s favourite tool) out to intranet / Internet web content management systems. To make it work authors need to use templates and styles. Groups of files can be released on schedule, meaning that changes or new content can be applied to sections of a site as opposed to a page at a time.
- Circle T is one of a small handful of Microsoft systems integrators appointed as a global Charter Partner on the Content Services program. Circle T has a number of solutions available through Microsoft AppSource which add substantial value for information management in Office 365. In particular these are some of my favourite things: Support for template search and template management. Template management and use is important, because: Templates can be exposed on the New menu in Teams and SharePoint – streamlining business unit processes Default metadata can be associated with templates, meaning the job of maintaining metadata is at least partly hidden from users In the new world of AI and MS Graph, regular templates support automation and search A digital asset center, used for corporate services and assets such as signatures, corporate templates etc Automated document compilation – streamlines contracts, procurement documents, training material based on a set of standard clauses (clause bank) All of the Circle T components are rigorously based on MS’ modern architecture and best practice. Unlike most component solutions for Office 365, Circle T components are installed in a client’s O365/Azure tenant for a once-off licencing fee (as opposed to ongoing subscriptions).
- Many organisations still spend more money annually on print publications than electronic content. Much of the budget is sopped up on cycles of design, proof reading, revisions and editing. Content destined for print, web and e-book distribution relies on typesetters and graphic designers adding design to content typically written in MS Word. Typefi Publish automates the design and layout work a graphic designer does in Adobe InDesign, enabling true single source, multiple output publishing. Typefi has changed publishing processes in a number of industry sectors including travel guides, pharmaceutical and drug publications and standards publishing. If you’ve ever picked up a Lonely Planet, Fodors or Rough Guide you are seeing an example of 100% automated layout. Travel publishing is no longer economically or competitively viable using manual layout and design processes, and Typefi is used by all major travel guide publishers. Content is written and edited in Word, then editors trigger publication of review drafts and finals. The design process for a small publication such as a circular or brochure is a second or two. Typefi is used for longer publications – the longest being approx. 30,000 pages, which takes several hours. All publications and notices published by the World Health Organisation and World Bank are produced by Typefi. All ISO international standards are published through Typefi. Typefi is not for every publishing process – it’s not suited for highly designed or advertising driven publications (e.g. newspapers and retail catalogues) where each page has its own design treatment. However it’s very well suited to publications such as brochures, manuals and guides, information circulars, reports and standards, and publications published across a number of print, online and e-book formats. Typefi has on-premise and cloud versions (based in both Azure and AWS) in Europe and the US.