All forward-looking organizations claim they are in the information management business. Information is the lifeblood of the business, process management is to manage known from flows.
Information is the connection between two processes and a process is the connection between two information "states": Enterprises have parts of their business that are transaction-oriented and therefore process intensive, and parts of their business which are dynamic or innovative, and thus, information-intensive. Information is contextual. It is a process input and process output and can exist in a variety of forms. Information, principally more than data and knowledge alike, carry fundamentally higher entropy than the other two do.
For some companies, it is enough to view an enterprise through the process lens and virtually ignore the information lens. For others, it is essential to view an enterprise through the information lens and virtually ignore the process lens. So the business analysis needs to be wise to take heed of the nature of the activity to determine how best to analyze the subject area and improve business manageability.
Information Management is about data process, refinement, and access: The effective information must come from somewhere. The information does not live alone but permeates everywhere in the businesses. Thus, the value of information is not isolated. Information Management makes information available and useful. Processes are governed by data. Process Management is to manage known from flows. With the awareness and understanding of all of the process flaws, businesses can begin to visualize both the need and means to create much better processes to manage information effectively.
Keep in mind, there is inter-connectivity between information and process. First work to identify how information is associated with the valued tangibles of businesses; processes and resources, etc. Information Management safeguards a full understanding of business processes, tools that are used, and people using those to optimize business efficiency. When information flows into processes, then its own value will become readily apparent and quantifiable by association. Decision-makers as information agents are key in converting/processing data into information as well as consuming that information in their decision-making processes.
Information Management cannot become mature, without decent attention to process management and vice versa: Information Management is about data and a good percentage of process dependency. Business Process Management acts as a kind of structure for Information Management. Data/information Management implementation will require a decent amount of process changes, new process inclusion or optimization, etc.
Validation of proper master data governance can best be achieved through a well documented and actively used business process model, and validation of documented Business Process Models is well served by including Master Data Management process information. Both are model representations of the real business world with a different focus. Their goals are different but complement each other.
Organizations, like individuals, need to be in flow to operate smoothly and adapt to change effortlessly. Digital information flow and process innovation help to unlock latent expertise, collaborate through communities with geographically-distributed teams, and arise the opportunities to analyze and reuse information to improve decision effectiveness and increase business agility.
read more at http://futureofcio.blogspot.com/ by Pearl Zhu