page_title: Information management
section_title: Competencies to manage information well
hierarchical_section_title: Information management / Strategic information management / Competencies to manage information well
caption_attribution_description: English: This framework is the basis of organising the "Information Management Body of Knowledge" first made available in 2004. This version is adapted by the addition of "Business information" in 2014.
context_page_description: Information management concerns a cycle of organizational activity: the acquisition of information from one or more sources, the custodianship and the distribution of that information to those who need it, and its ultimate disposition through archiving or deletion.
  This cycle of information organisation involves a variety of stakeholders, including those who are responsible for assuring the quality, accessibility and utility of acquired information; those who are responsible for its safe storage and disposal; and those who need it for decision making. Stakeholders might have rights to originate, change, distribute or delete information according to organisational information management policies.
  Information management embraces all the generic concepts of management, including the planning, organizing, structuring, processing, controlling, evaluation and reporting of information activities, all of which is needed in order to meet the needs of those with organisational roles or functions that depend on information. These generic concepts allow the information to be presented to the audience or the correct group of people.
context_section_description: The Information Management Body of Knowledge was made available on the world wide web in 2004  
  and sets out to show that the required management competencies to derive real benefits from an investment in information are complex and multi-layered. The framework model that is the basis for understanding competencies comprises six “knowledge” areas and four “process” areas:
  The information management knowledge areas
  The IMBOK is based on the argument that there are six areas of required management competency, two of which (“business process management” and “business information management”) are very closely related.
  Information technology: The pace of change of technology and the pressure to constantly acquire the newest technological products can undermine the stability of the infrastructure that supports systems, and thereby optimises business processes and delivers benefits. It is necessary to manage the “supply side” and recognise that technology is, increasingly, becoming a commodity.
  Information system: While historically information systems were developed in-house, over the years it has become possible to acquire most of the software systems that an organisation needs from the software package industry. However, there is still the potential for competitive advantage from the implementation of new systems ideas that deliver to the strategic intentions of organisations.
  Business processes and Business information: Information systems are applied to business processes in order to improve them, and they bring data to the business that becomes useful as business information. Business process management is still seen as a relatively new idea because it is not universally adopted, and it has been difficult in many cases; business information management is even more of a challenge.
  Business benefit: What are the benefits that we are seeking? It is necessary not only to be brutally honest about what can be achieved, but also to ensure the active management and assessment of benefit delivery. Since the emergence and popularisation of the Balanced scorecard  there has been huge interest in business performance management but not much serious effort has been made to relate business performance management to the benefits of information technology investments and the introduction of new information systems until the turn of the millennium.
  Business strategy: Although a long way from the workaday issues of managing information in organisations, strategy in most organisations simply has to be informed by information technology and information systems opportunities, whether to address poor performance or to improve differentiation and competitiveness. Strategic analysis tools such as the value chain and critical success factor analysis are directly dependent on proper attention to the information that is (or could be) managed 
  The information management processes
  Even with full capability and competency within the six knowledge areas, it is argued that things can still go wrong. The problem lies in the migration of ideas and information management value from one area of competency to another. Summarising what Bytheway explains in some detail (and supported by selected secondary references):
  Projects: Information technology is without value until it is engineered into information systems that meet the needs of the business by means of good project management.
  Business change: The best information systems succeed in delivering benefits through the achievement of change within the business systems, but people do not appreciate change that makes new demands upon their skills in the ways that new information systems often do. Contrary to common expectations, there is some evidence that the public sector has succeeded with information technology induced business change.
  Business operations: With new systems in place, with business processes and business information improved, and with staff finally ready and able to work with new processes, then the business can get to work, even when new systems extend far beyond the boundaries of a singl
caption: This framework is the basis of organising the "Information Management Body of Knowledge" first made available in 2004. This version is adapted by the addition of "Business information" in 2014.
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