publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/503802
ILTA WHITE PAPER: APRIL 2015 WWW.ILTANET.ORG 10 THE WHOLE IS GREATER THAN THE SUM OF ITS PARTS WITH IG STEP THREE: CREATE A PROJECT PLAN Having established these bookends, it is time for a project plan. The principles of project management are applicable to implementing information governance but must be utilized in a specific manner to meet the unique requirements of IG. The IG leader should apply a project model to develop specific, sequential tactics that move the organization from conception to completion using realistic, step-by-step tactics to reach the goal. PROJECT MODELS The art of managing an IG project includes matching the right solution model to the organization. Five current process models are detailed below. Usually, all will come into play at some point or other, but one will prove most powerful for an organization's information governance needs and will guide the project. Structure Model: In some organizations, the stakeholders in IG are islands unto themselves. The departments or groups that must work together for IG may have little to no historical contact, context or lines of communication and may not be motivated to cooperate. A governance structure is an effective model for cases like this. An effective structure starts with an executive champion, someone influential who can offer both carrots and a big stick to constituents. An accountable power must compel reluctant departments to participate in IG, and that usually requires incentives and consequences. The executive champion communicates the requirements of IG to the leader of each stakeholder group. These leaders form a high-level steering committee to find policies and strategies that will allow the groups they represent to work together for the benefit of the entire organization. Each stakeholder appoints a functional leader, and the group is tasked with identifying needs, finding synergies and implementing the program. Policy Model: Sometimes there is a great deal of variance between stakeholder policies, or the policies restrict sharing and interoperability. In situations like these, IG emerges when the constituents hammer out policies that apply to and work for all groups. For example, stakeholders might have different policies on backup information. Legal may keep Paths to Improved Information Governance Improvement Model Use this model when... Solution Structure Groups work in isolation without a forum for cooperation Clear line of accountability: a unified structure for leadership, policy, creation and implementation Policy Departments have different rules Harmonized policies that serve and apply to all Technology Available technology is inappropriate for achieving organizational goals Identify shared technology needs, then design and implement improvements Process Silos of groups and information restrict flow and add redundancy Effective conduits for information, and work across departments and groups Change Management Groups lack a common language and a forum for sharing Create change management tools, communication channels and a common language across departments