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Enterprise Information Management SIG: How to ensure your IM project fails

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by

Alethea Belford

on 17 March 2014

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Transcript of Enterprise Information Management SIG: How to ensure your IM project fails

Obstacle 2
Obstacle 4
Obstacle 5
Goal
there is no
best practice for change
because human systems are COMPLEX
70% of changes fail
what was the Info Program?
Obstacle 3
not learning from your mistakes
no budget for change
you've outsourced change
about me
about
my views
are my own!
You can find me on
I know about Information Management
I'm
passionate
about Change Management
I work at Melbourne Water as the BI Program Manager
We are owned by the Victorian Government.

We manage Melbourne’s water supply catchments.

We treat & supply drinking & recycled water.

We remove & treat most of Melbourne’s sewage.

We manage waterways & major drainage systems in the Port Phillip and Westernport region.

Sustainability is a core principle and central to all our operations.

Clear policies & accountability for key information sets along with a prioritised action plan to address severe risks.


Migration of significant documents to a system which supports effective information management.


Data model/dictionary & standard for our strategic data.


Co-ordinated communications & training program.
1. Governance
2. Documents
3. Data
4. People & Culture
Obstacle 1
it's boring!
Start
you can learn from your (or others') mistakes
run a reverse brainstorm
Any man can make mistakes, but only an idiot persists in his error ~Marcus Tullius Cicero~
Reframe mistakes as learning opportunities
Demonstrate that you are not repeating history
Show that you understand that mistakes were made and you know what they were

you have to follow a change 'process'

process & rule
s
process & judgement
judgement & guidelines

frameworks & luck
plan for change & expect to change your plans


Change will happen through our stakeholders, not to our stakeholders.

We will work collaboratively with our stakeholders and treat them with respect.

We will engage with our stakeholders early and act in an honest and open manner to build trusting relationships.

We will listen to our stakeholders’ perspective and understand their individual needs.

We will determine at the outset what we want from our stakeholders, and understand what it is they want from us.

We will look to understand our stakeholders’ issues and concerns and work cooperatively to solve problems.

We will keep our stakeholders informed and deliver on our promises.

We will seek to continuously improve our approach to stakeholder engagement and sharing our learning with colleagues.

Info Program Guidelines for Change
... based on the IAP2 Core Values for the Practice of Public Participation
This presentation is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License.

To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/
or send a letter to Creative Commons, 444 Castro Street, Suite 900, Mountain View, California, 94041, USA.
the fine print
GAME OVER
QUESTIONS?
We were on time

We were under budget

We exceeded our customers' expectations

We left a lasting legacy
Sir Rupert Hamer Award 2013
actKM Gold Award 2012
Branding
Bribery
any meeting is better with biscuits
Training
People
according to McKinsey & Company
and it's getting worse because we are outsourcing to the experts
according to Harvard Business Review
Full transcript