Abstract:
Techniques are described for the identification, evaluation, and prioritization of information for digitization. More specifically, the techniques described herein model the flow and aggregation of information within an enterprise. For example, a method is described in which an information flow model is developed to model the flow of information through a process of an enterprise. The information flow model defines at least one information component. The information flow model is analyzed to determine a potential return on investment if the information component were digitized. The information component is selectively digitized based the determined potential return on investment.

Description:
TECHNICAL FIELD  
       [0001]     The invention generally relates to digitization and, more particularly, to a process and techniques for identification, evaluation and prioritization of information for digitization.  
       BACKGROUND  
       [0002]     In recent years enterprises have widely implemented projects to “digitize” their printed information. By digitizing the information, the enterprises may hope to achieve any of a number of benefits. Example benefits that may be achieved with digitization include faster product designs, improved products, additional revenue streams, improved customer service, improved employee effectiveness, increased brand value, creation of intellectual property, more effective asset utilization, and the like. Examples of information that enterprises may want to digitize includes product brochures, user manuals, specifications, design documents, marketing brochures, user manuals, product information, customer information, competitive information, industry information and the like.  
         [0003]     In general, enterprises have approached digitization with a “goal-driven” approach when deciding what information to digitize. In other words, the enterprises have focused on the goal that they were trying to achieve, and have digitized information within the enterprise in view of that goal. For example, if an enterprise determines that a web-presence is necessary and desirable to communicate product information to customers, the enterprise typically sets out by digitizing all finalized product information produced by the enterprise.  
         [0004]     Within an enterprise, the amount of information that may be digitized, however, is often voluminous. Moreover, the digitization process may require significant investments in labor and material costs, e.g., cost associated with human resources to carry out the digitization as well as costs associated with digitization equipment, storage systems, and network access infrastructure systems. As a result, it is often difficult for the enterprises to achieve a reasonable return for the substantial investment that digitizing information often requires.  
       SUMMARY  
       [0005]     In general, the present application discloses techniques for the identification, evaluation, and prioritization of information for digitization. More specifically, the techniques described herein model the flow and aggregation of information within an enterprise. In particular, the techniques provide for the identification of “information components” that are used or developed within an enterprise, and allow the enterprise to model the use of the information components to form larger components or documents.  
         [0006]     As used herein, the term “information component” refers to any portion of a printed or electronic document that may be separately digitized. For example, an information component may be a parts list produced by engineering, a target price list produced by marketing, legal requirements, translations, technical specifications, operating procedures, packaging graphics, trademark graphics, textual information generally, photography, video media, audio media, line art and the like.  
         [0007]     Moreover, the term “digitized” herein generally refers to a process of transforming an information component into a digitally encoded form. For example, a printed brochure may be scanned to produce a digitized version of the brochure.  
         [0008]     The techniques model the flow of these information components within an enterprise as the information components are created or used to form other information components. For example, a user interface specification may be one information component that is part of a requirements document used within a product development lab. That same user interface specification may also be used as an information component of a user&#39;s manual developed by technical service. The techniques allow an enterprise to precisely model how these information components may be used and reused across enterprise functions. As additional examples, information components may be aggregated to form technical user&#39;s manuals, marketing plans, design documents, product catalogs, design documents, requirement specifications, manufacturing specifications, training manuals, product manuals, web pages, brochures and the like.  
         [0009]     According to the techniques described herein, an enterprise may develop “information flow models” to model internal business processes that lead to the creation or production of information components or final documents. As one example, an information flow model may be developed for a business process that leads or otherwise requires the creation of a marketing plan for a new product launch. Each information flow model defines the functions within the enterprise that play a role in the development process. In addition, each information flow model defines the tasks performed by the functions, as well as the information components that are created or used by each of the functions throughout the process. Example enterprise functions include marketing, legal, product management, technical service, manufacturing, and the like.  
         [0010]     In addition to developing the models, the techniques also assign costs and resources to each task within a given information flow model, and identify the information components that are used by multiple processes or functions. This allows the enterprise to evaluate a potential benefit, e.g., a return on investment, that may be achieved by digitization of the information components. In other words, by digitizing the information components that are needed, created by, or used within processes of the enterprise, the techniques achieve and possibly maximize the cross-functional benefit to the digitization.  
         [0011]     In one embodiment, a method comprises developing an information flow model to model the flow of information through a process of an enterprise. The information flow model defines at least one information component. The method further comprises analyzing the information flow model to determine a potential benefit if the information component were digitized, and selectively digitizing the information component based on the determined potential benefit.  
         [0012]     In another embodiment, a method comprises identifying a set of processes within an enterprise, developing at least one cross-functional matrix that lists a set of information components associated with the processes and specifies an estimated use of the information components across functions within the enterprise, and selecting one of the processes based on the cross-functional matrix. The method further comprises developing a first information flow model to model the selected process and the use of the information components associated with the selected process, developing a second information flow model to model the selected process if one or more of the set of information components were digitized, and selectively digitizing the information components associated with the selected process based on the first information flow model and the second information flow model.  
         [0013]     In another embodiment, a system comprises a value modeler software module executing on a computing device, wherein the value modeler software module processes an information flow model that models the flow of information through a process of an enterprise, and calculates a metric of improvement for the process if an information component associated with the process were digitized.  
         [0014]     In another embodiment, a computer-readable medium comprises instructions that cause a processor to calculate a metric associated with a first information flow model that models the current flow of information through a process of an enterprise. The information flow model defines at least one information component. The instructions further cause the processor to calculate a metric associated with a second information flow model that models the flow of information through the process if the information components were digitized. The instructions further cause the processor to compare the metric of the first information flow model and the metric of the second information flow model to compute a potential benefit if the information component were digitized, and output a report that presents the potential benefit.  
         [0015]     The details of one or more embodiments of the invention are set forth in the accompanying drawings and the description below. Other features, objects, and advantages of the invention will be apparent from the description and drawings, and from the claims. 
     
    
     BRIEF DESCRIPTION OF DRAWINGS  
       [0016]      FIG. 1  is a flow diagram that illustrates the techniques in which information components created or used within business processes of an enterprise are identified, evaluated, and selectively digitized.  
         [0017]      FIG. 2  is a flowchart that illustrates the techniques in further detail.  
         [0018]      FIG. 3  is a block diagram illustrating an example system in which information components are selectively digitized according to the techniques described herein and then dynamically reassembled.  
         [0019]      FIG. 4  illustrates exemplary business processes performed by enterprise functions.  
         [0020]      FIG. 5  illustrates an example cross-functional matrix developed to identify candidate information components for digitization.  
         [0021]      FIG. 6  illustrates an exemplary information flow model of a selected business process.  
         [0022]      FIG. 7  illustrates another more specific exemplary information flow model.  
         [0023]      FIG. 8  illustrates an example user interface by which a user assigns properties to a given task of an information flow model.  
         [0024]      FIG. 9  illustrates an example user interface presented by a value modeler used in evaluating a potential return on investment associated with digitization of information components.  
         [0025]      FIG. 10  illustrates an example user interface presented by the value modeler when the user elects to view tasks defined for a modeled business processes.  
         [0026]      FIG. 11  illustrates an example report generated by the value modeler when the user elects to view a financial report for an information flow model.  
         [0027]      FIG. 12  illustrates another example report generated by the value modeler when the user elects to compare multiple information flow models. 
     
    
     DETAILED DESCRIPTION  
       [0028]      FIG. 1  is a flow diagram that illustrates the techniques for identifying and evaluating information components within an enterprise that are candidates for digitization. As illustrated in  FIG. 1 , the techniques generally involve three phases: an identification and ranking phase  4 , an evaluation phase  6 , and a digitization and reassembly phase  8 .  
         [0029]     In the identification and ranking phase  4 , information flow models  12 A- 12 N (collectively “information flow models  12 ”) are developed for internal business processes that relate to the creation or use of “information components.” As one example, an information flow model may be developed for a business process that requires the creation or use of a marketing brochure for a new product launch.  
         [0030]     Each of information flow models  12  defines the functions within the enterprise that play a role in the process. In particular, each of information flow models  12  define a set of tasks  14  performed by the functions, as well as the information components that are created or used by each of the functions throughout the process. Example enterprise functions include marketing, legal, product management, technical service, manufacturing, and the like.  
         [0031]     In this example, information flow model  12 A is referred to as an “IS” model for process A, which generally represents an associated business process that leads to one or more information components. The process is referred to as an “IS” process in that the process is currently used or operational in the enterprise. In contrast, information flow model  12 B is referred to as a “SHOULD” model for process A, and represents a proposed improved or alternative workflow for the enterprise process. Information flow models  12 B,  12 N are “IS” models for the corresponding business processes of the enterprise. Similarly, one or more “SHOULD” models may be developed for each of these business processes.  
         [0032]     During the identification and ranking phase  4 , candidate information components used or created within the process are identified and ranked based on their common usage across functions of the enterprise. Examples of enterprise functions include marketing, research and development, technical service, sales, and the like. Information flow models  12  model the flow of information through processes within the enterprise functions, and allow an understanding to be developed for the assembly of the information components within the enterprise. In other words, the techniques provide for the modeling of the hierarchical information flow and aggregation performed across functions of the enterprise. In one embodiment, software is used to graphically layout the information flow models  12 , and to assign labor and material costs to each of tasks  14 .  
         [0033]     As used herein, the term information component refers to any portion of an electronic document that may be separately digitized. For example, an information component may be a parts list produced by engineering, a target price list produced by marketing, legal requirements, translations, technical specifications, operating procedures, packaging graphics, trademark graphics, textual information generally, photography, video media, audio media, line art, product catalogs, design documents, requirement specifications, manufacturing specifications, training manuals, product manuals, web pages, brochures, and the like. Moreover, the term “digitized” herein generally refers to a process of transforming an information component into a digitally encoded form. For example, a printed brochure may be scanned to produce a digitized version of the brochure.  
         [0034]     In evaluation phase  6 , the techniques provide for the evaluation of a potential financial return associated with the digitization and reuse of the information components used in the business processes modeled by information flow models  12 . In particular, value modeler  16  provides an analysis environment in which information flow models  12  can be compared and contrasted. Based on the costs defined for tasks  14  of the different information flow models  12 , value modeler  16  can be used to measure an actual impact on the enterprises financial statements  18  for each identified information component. In other words, value modeler  16  can calculate the potential benefit, e.g., return on investment (ROI), and direct benefit of digitizing a given information component.  
         [0035]     In digitization and reassembly phase  8 , select information components of the enterprise are digitized based on the respective value proposition computed during evaluation phase  6 . This process of collecting and digitizing the information components typically has an associated cost, and the potential financial return computed during evaluation phase  6  aids the enterprise in determining whether the preparation costs are justified.  
         [0036]     In the digitization and reassembly phase  8 , the digitized information components  20  are indexed and placed in a digitization repository  22  for access by parties  24 . For example, digitized information components  20  of repository  22  may be dynamically reassembled, e.g., via a data access system  26 , (e.g., a web-based system that may make use of the Internet or an intranet) to provide enterprise-wide information to customers, business partners, suppliers, distributors, employees, and the like. As one example, a web-presence for the enterprise may utilize digitized information components  20  by dynamically selecting and recombining the digitized components to form web pages that convey the assembled information. In response to an access request from one of parties  24 , data access system  26  can readily provide electronic documents, e.g., product information, technical information, marketing information, sales information, distribution information, regulatory approval information, or combinations thereof, by selectively retrieving and reassembling digitized information components  20  from repository  22 .  
         [0037]      FIG. 2  is a flowchart that illustrates identification and ranking phase  4 , evaluation phase  6 , and digitization and reassembly phase  8  of  FIG. 1  in further detail.  
         [0038]     Initially, critical business processes within the enterprise are identified ( 30 ), and one or more cross-functional matrices are developed ( 32 ). The cross-functional matrices identify the information components used within the critical business processes, and provide an indication of the cross-functional use of each information component (see  FIG. 5 ) within the enterprises. In addition, the cross-functional matrices may rank the information components based on an estimated number of uses of information components within a defined period, e.g., the number of uses in one year.  
         [0039]     Based on the cross-functional matrices, a set of one or more of the business processes is selected for further analysis ( 34 ). For example, the commonality of use of the information components across business processes, as well as the total estimated usage for the information components, may be used to prioritize the business process for further analysis. In this manner, the enterprise matrices aid in the identification and selection of business processes that relate to information components for which a return on investment or other metric of improvement may be achieved if the information components were digitized.  
         [0040]     Next, information flow models  12  are developed for the selected critical business processes ( 36 ). As described, a typical information flow model, e.g., information flow model  12 A, models a business process that relates to the use of or creation of information components. A financial impact and return analysis is then performed to calculate a potential return associated with each of the digitization of identified information components ( 38 ).  
         [0041]     Initially, each of information flow models  12  is imported into value modeler  16 . As described in detail herein, value modeler  16  is a software module that provides an analytical environment for evaluating and comparing information flow models  12 , e.g., based on associated costs, resources, and the like. For example, in one embodiment information flow models  12  are created using graphical design software, such as Visio™ from Microsoft Corporation of Redmond, Wash. A “plug-in” is used to export data that describes all attributes of the information flow model being exported, including the process tasks and their interrelationship, the enterprise functions that perform the tasks, and the costs and resources associated with each of the tasks. Value modeler  16  may then be used to assess the financial impact to the enterprise if the information components used or created within the process were digitized.  
         [0042]     For example, as illustrated in  FIG. 1 , a model may be developed for the current business process, e.g., PROCESS A—IS, as well as the hypothetical process arising from the digitization of one or more information components associated with the process, e.g., PROCESS A—SHOULD. Value modeler  16  allows the various models to be compared, and potential returns to the enterprise to be assessed. The returns may take the form of any of a number of improvement metrics, such as increased quality, reduced cycle time, productivity, cost reduction, increased revenue, reduced translation costs, and the like. In this manner, the techniques can be used to prioritize the digitization of information components, and to help justify the cost associated with their digitization.  
         [0043]     In other words, PROCESS A—SHOULD provides a model of the process in which some or all of the associated information components are digitized. Value modeler  16  can attribute cost savings to PROCESS A—SHOULD based on a comparison with PROCESS A —IS. Thus, value modeler  16  provides a more accurate assessment of the value of digitizing PROCESS A by accounting for economies that can be achieved by reuse of the digitized information of PROCESS A in that process and within other processes of the enterprise.  
         [0044]     Based on the results of the return analysis provided by value modeler  16 , the information components are prioritized, e.g., ranked ( 40 ), and selectively digitized for aggregation within the digitization repository  22  ( 42 ). The information components can then be dynamically reassembled to provide enterprise-wide information to parties  24 , e.g., customers, business partners, suppliers, distributors, employees, and the like.  
         [0045]      FIG. 3  illustrates an example system  49  in which information components created by or used within business processes of an enterprise are identified, evaluated, and selectively digitized according to the techniques described herein. In the illustrated embodiment, digitized information components  52  are stored within digitization repository  50 . Digitization repository  50  may be implemented in a variety of different forms, and may comprise a number of file servers, database servers, or both. The digitized components may be stored, for example, via the file servers, and retrievable via a database management system (DBMS) executing on the database servers. The database management system may be relational (RDBMS), hierarchical (HDBMS), multidimensional (MDBMS), object oriented (ODBMS or OODBMS), object relational (ORDBMS), or the like.  
         [0046]     In the exemplary system  49 , web servers  54  dynamically generate web pages  56  for a customer-oriented website of the enterprise. In particular, web servers  54  retrieve the digitized information components  52  from digitization repository  50 , and dynamically generate web pages  56  for presentment to parties  58  via network  60 . For example, the web server dynamically generates web pages by retrieving digitized information components  52 , and reassembling the digitized information components to provide enterprise information, e.g., product information, pricing information, marketing brochures, user manuals, and the like. In this manner, web servers  54  need not necessarily rely on statically defined web-pages. As a result, web servers  54  may more efficiently generate up-to-date and comprehensive enterprise information.  
         [0047]      FIG. 4  illustrates exemplary critical business processes performed by enterprise functions, and that may be candidates for further analysis. In this example, critical business processes performed by technical service function include: accelerated applications development, training, direct support to sales marketing and customers, phone support, quality improvement and cycle reduction, and new product acceptance. Similarly, critical business processes are listed for marketing, sales, and research and development (R&amp;D).  
         [0048]      FIG. 5  illustrates an example cross-functional matrix  70  developed to identify candidate information components for evaluation and digitization. In the illustrated example, cross-functional matrix  70  includes a first column  72  that lists the information components created or used during the critical business processes previously identified, as illustrated in  FIG. 4 . Some of the exemplary information components include: features/advantages/benefits (FABs) lists  74 , compliant information  76 , competitive bulletins  78 , and competitive information  80 .  
         [0049]     Column  82  lists the number of uses for each of the information components during a given time period, e.g., a year, for all of the processes and across all functions. The remaining columns list the number of processes for each enterprise function that use the corresponding information component listed in column  72 . For example, cross-functional matrix indicates that the FAB list  74  is used an estimated 4221 times per year within six marketing processes, one sales process, seven technical service processes, and nine lab processes.  
         [0050]     As described in reference to the flowchart of  FIG. 2 , cross-functional matrix provides insight as to which one or more of the identified business processes are candidates for further modeling and analysis using value modeler  16 . Moreover, the cross-functional matrix allows for assessment of cross-economies that can be achieved by digitization of various information components.  
         [0051]      FIG. 6  illustrates an exemplary information flow model  89  in a generalized form. In the illustrated example, information flow model  89  includes five rows, and each row corresponds to a different enterprise function  90 A- 90 E. Example enterprise functions include marketing, legal, product management, technical service, manufacturing, and the like. Each of the rows of information flow model  89  graphically illustrates the tasks performed by the corresponding enterprise functions  89 . Moreover, information flow model  89  defines the interrelations and dependencies between the tasks, thereby modeling the business process.  
         [0052]     The tasks of information flow model  89  lead to the use or development of one or more information components. For example, the business process being modeled may lead to the use or development of FABs  74  ( FIG. 5 ), compliant information  76 , competitive bulletins  78 , or other information components. Moreover, the dependencies depicted in information flow model  89  illustrate the flow of information components through the business process, and how certain information components are aggregated to form other information components. For example, tasks  92 ,  94  may lead to the creation of a user interface requirement specification and a parts list, respectively. Task  96  may utilize these information components to form a manufacturing specification document.  
         [0053]      FIG. 7  illustrates an exemplary information flow model  100 . In this example, information flow model  100  models a business process that involves interaction between six enterprise functions: (1) new product introduction team  102 A, marketing  102 B, lab  102 C, technical service  102 D, publishing  102 E, and legal  102 F. As illustrated, the modeled business process leads to the use or creation of a number of information components, i.e., a marketing test package, market brochures, a FAB list, service literature, a product bulletin, a FAQ sheet, and market launch documents. In one embodiment, software is used to graphically layout the information flow model  100 , and to assign a variety of “properties” to each task, including resources as well as labor and material costs.  
         [0054]      FIG. 8  illustrates an example user interface  110  by which a user assigns properties to a given task of an information flow model when creating the information flow model. User interface  110  may be presented by, for example, graphical design software that is used to graphically define the information flow model and illustrate the flow of the information through the process.  
         [0055]     For example, user interface  110  includes a text input region by which the user supplies a description of the task  112 , e.g., “Review Technology.” In addition, the user interface includes input regions by which the user may provide an elapsed time  114  that specifies the total amount of time that elapses from start to completion of the task, a loop/branch weight  116  that indicates the percentage of time the task is actually performed, a total resource time  118  that indicates the total time (in days) expended by a resource, a resource quantity  120  that indicates the total resources allocated to the task, a type of resource allocated  122 , a hard cost associated with the resource  124 , an optional override value  126  for the resource cost that allows the user to override the total cost otherwise calculated by value modeler  16 , a material description  128 , a material cost (in dollars)  130 , a percentage of material hard cost  132 , a shape number  134  assigned to the shape that graphically illustrates the task, shape number text  136  that may be displayed within the model to assist the user in identifying the corresponding task, and an optional flag  138  to hide or display the shape number.  
         [0056]     In one embodiment, user interface  110  allows the user to input a designator  139  that indicates whether the given task should be treated as within a “critical path” of the information flow model. In particular, this feature allows the user to temporarily override the loop/branch weight  116  that otherwise indicates the percentage of time the task is performed. For example, the user may temporarily indicate that a particular branch of one or more tasks is performed 100% of the time, i.e., that the branch is to be treated as a “critical path.” The user may then assess the financial impact and return for the information flow model in view of this temporary assumption. This allows the user to model and assess the financial impact that the different branches have on the internal business process being modeled.  
         [0057]     As one example, the user may temporarily indicate that tasks  104  and  106  of  FIG. 7  are on a critical path  108  and, therefore, occur 100% of the time. In response, the graphical design software may present a visual indication that path  108  is currently being designated as a critical path. For example, the software may modify the visual representation of path  108 , including tasks  104  and  106 , e.g., by displaying the path in red. The user may then invoke value modeler  16  ( FIG. 1 ) to perform financial analysis on information flow model  100  based on the assumption that path  108  is a critical path.  
         [0058]     In addition to or instead of a “critical path”, other paths within the information flow model can be selected by the user for analysis in the same way. In those cases, certain tasks will be designated and treated as within the “selected path” of the information flow model.  
         [0059]      FIG. 9  illustrates an example user interface  140  presented by value modeler  16  after one or more models have been imported from the graphical design software. As illustrated in  FIG. 9 , user interface  140  allows the user to select an “opportunity”  144  for which one or more modeled processes have been imported for analysis. In the illustrated example, the “ABC Division Technical Support Documentation” opportunity is selected, for which seven information flow models  146  are defined.  
         [0060]     By interacting with user interface  140 , the user is able to select one or more information flow models  146  associated with the selected opportunity  144 . The user may then interact with buttons  142  to view the detailed tasks within the selected information flow model, direct value modeler  16  to perform financial analysis to compare multiple flow models, or generate evaluation reports for the selected information flow models.  
         [0061]     In one embodiment, value modeler  16  is implemented within a relational database environment, e.g., Access™ by Microsoft Corporation of Redmond, Wash.  
         [0062]      FIG. 10  illustrates an example user interface  150  presented by value modeler  16  when the user elects to view the tasks defined for one of information flow models  146 . In particular, value modeler  16  displays the corresponding shape numbers for each of the tasks, a description of the task, total costs for the tasks as calculated from the assigned properties, calculated actual hours, calculated elapsed hours, and the like. Moreover, user interface  150  presents a total cost  156 , total actual hours  158 , and total elapsed hours  160 , or other indicators that may be calculated for the process by value modeler  16 . In this manner, value modeler  16  may be used to provide insight into the impact of the process on quality, cycle time, productivity, cost, revenue, translation costs, and the like.  
         [0063]      FIG. 11  illustrates an example report  160  generated by value modeler  16  when the user elects to view a financial report for an information flow model  146 . As illustrated, value modeler  16  generates report  160  to include an opportunity title  162 , an opportunity description  164 , a name  166  of the process being modeled, and a description  168  of the process.  
         [0064]     Report  160  lists the functions  170  defined by the information flow model, and the computed hard dollars, soft dollars, and total dollars for each function expended during the process. In addition, report  160  lists total hard dollars, total soft dollars, and total dollars expended during the modeled business process as computed by value modeler  16 .  
         [0065]      FIG. 12  illustrates another example report  180  generated by value modeler  16  when the user elects to compare multiple information flow models  146  ( FIG. 9 ). As illustrated, value modeler  16  generates report  180  to include an opportunity title  182 , an opportunity description  184 , and a list  186  of the information flow models  146  being compared.  
         [0066]     For each information flow model, report  180  lists the hard dollars, soft dollars, total dollars, actual hours, and elapsed hours for each process as computed by value modeler  16 . In the example, value modeler  16  computes the total dollars for Process A—IS as $12,882, and the total dollars for Process A—SHOULD as $8,005. In other words, if the enterprise makes use of the digitized information components defined in Process A—SHOULD, the enterprise would expect to achieve a 37.9% reduction in total dollars. In this manner, value modeler  16  allows an enterprise to compare different hypothetical processes that make use of digitized information components. Based on the analysis, the enterprise is able to assess the impact of the digitization on a number of corporate metrics, such as increased quality, reduced cycle time, productivity, cost reduction, increased revenue, reduced translation costs. Accordingly, the enterprise can utilize the financial reports generated by value modeler  16  to prioritize and selectively digitize information components for aggregation within the central repository  22 .  
         [0067]     Various implementations and embodiments of the invention have been described. Nevertheless, it is understood that various modifications can be made without departing from the invention. Accordingly, these and other embodiments are within the scope of the following claims.