© tfpl 2005 expanding horizons: information professionals in the digital world angela abell, tfpl...
TRANSCRIPT
© tfpl 2005
Expanding horizons: Information professionals in the
digital world
Angela Abell, TFPL
QUT, Brisbane
February 2007
© tfpl 2005
www.tfpl.com
Skills toolkit for knowledge and information specialists
Knowledge and information specialists competency dictionary
CKO Summit public sector / private sector – Executive reports
Who’s managing information? Information responsibilities in the digital world.
© tfpl 2005
Eg UK
1877 Library Association (charter 1898) 1924 ASLIB 1958 Institute of Information Scientists 2002 CILIP = LA + IIS 1957 British Computer Society 1983 Records Management Society 199?? E-skills UK (Sector skills council)
© tfpl 2005
Information landscape development
Epoch of specialists
Epochof more
specialists
Epoch of interlinkingspecialists
Epoch of blurred
disciplines
Digital World
Who is an IP?
KM Integration
ConvergenceCollection mgt
Info scientists,RM
Librarians and archivist
CommunicationsCorp publishing
Whole organisation
HROD, BPRBusiness UnitsStrategy
IT, IM
Systems Market ResearchLib automation
Data processing
Content integratorsSocial Computing
New productsEveryone a publisher?
Web publishingElectronic publishing
Online
databasesPublishers and library suppliers
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History – TFPL roles research
Recruitment, consultancy, training 1998LIC KM Skills
skills and competencies
2001isNTO – Scenario planning 2002Skills Tool Kit 2004Competency dictionary 2006e-information roles
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Skills for the knowledge economy
KM – a management fad? Skills and competencies?
•People•ICT•Process•Content
•Background eduction•IM Skills•KM Skills•Generic skills
New roles – new peopleMulti-discipline teams
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Information and knowledge exploitation
team
Client facing business units
Functions Strategy & Policy
Roles for information professionals?
The Info-Structure
Team:Standards
Systems (IT)ArchitectureAcquisition
Direct customers
Partners /Joint ventures
Suppliers
Regulators
Indirect customers
Government Professional organisations,
interest groups, etc.
isnto Scenarios for the knowledge economy 2001
© tfpl 2005
Skills Tool Kit for K & I M Specialists
Interpersonal Skills Leadership and Management Skills Business Skills Knowledge Management Information Management ICT
www.tfpl.com
© tfpl 2005
Competency dictionary for knowledge and information professionals
KIM competencies Value of KIM Strategic planning Embedding IM/KM Collaborative working KIM processes, tools and
standards KIM architectures KIM services KIM impact
Leadership and management Vision Ideas Change management Interpersonal skills Team building Developing people Influencing Inspiration Communication Leadership Continuous improvement Securing resources
4 levels: Strategic leader; tem leader; team member; all
WWW.tfpl.com
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Strategic and
operational management
Information and knowledge
management specialists
Information and knowledge intensive roles
All employees
Information skills requirements
Base lineinformation
skills
Advancedinformation
skills
SpecialistIM
skills
Informationawareness
Knowledge Management behaviours
SpecialistKM skills
KM aware
behaviours
CILIP in the knowledge economy 2001
© tfpl 2005
Everyone has a role in KM
Knowledge conscious leaders
Knowledge workers
Knowledge facilitators
K specialists – core teams
K strategists
Stakeholders: customers, partners, funders, regulators ...
Skills for knowledge working BSI 2005
© tfpl 2005
TFPL e-information roles project
Definition of ‘e-information role’ – any role of which 50% is
concerned with IM or KM.
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Research
Literature search, input from TFPL networks, job vacancies analysis, group interviews and brain storming, electronic questionnaire (selected population), one to one interviews and focus groups
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Findings
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Expanding horizons Variety in career opportunities Areas of expertise in demand
Information architecture Content management Teaching/training in support of learning
All-rounders in the corporate sector Currently more opportunities in public sector? Particular skills combinations in demand
For example, Project Management and understanding of electronic publishing
© tfpl 2005
The future Technology - the strongest driver Realising career opportunities requires
ability to adapt and re-skill Multi-disciplinary teams
knowledge and information expertise ICT understanding and skills excellent project and change management
skills process design and business skills facilitation and negotiation skills
© tfpl 2005
Information professionals in the e-information landscape will …
Understand, engage with, and feel driven by the business imperatives of the organisation
Keep abreast of technological and organisational developments
Understand the mix of skills and expertise that contributes to IM capability
Have a solid foundation of core information management skills
Have a real understanding of, and be able to articulate, the value that these bring to their organisation and to the daily work of their colleagues
© tfpl 2005
Attention to (K)IM (UK drivers) Driven by
Expectations – clients and staff Organisational models and productivity Explosion of information Technology
Public sector Government strategy Connection and collaboration Customer focus
Private sector Globalisation Risk mitigation Competitive markets
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Information challenges - examples
Related to
Technology and technical infrastructures, e.g. integrating social software into common work practices
Content, e.g. information governance, accountability
Business driver alignment: enhanced service provision/revenue
© tfpl 2005
Expanding horizons
“Convergence of information sharing, security, assurance, risk management and corporate governance functions will lead to new roles/responsibilities for IM, KM and ICT programme/project managers.”
E-information roles project participant
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Information responsibilities framework
Identification of opportunities
Clarity for employers
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Other relevant frameworks
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Skills for the Information Age (SFIA)
For ICT professionals; 3rd version Developed by e-skills UK and British Computer Society Categories
Strategy and Planning Includes information strategy management
Development Includes content creation
Business Change Service Provision Procurement and management support Ancillary skills
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CILIP Body of Professional Knowledge
Application environment
Ethical framework legal dimension information policy information
governance Communication
perspective
Generic and transferable skills
computer and information literacy
Interpersonal skills\management skills\marketing\training and mentoring
research methods
Core schema
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Core Schema
KnowledgeConceptual structures
Documentation
Information
Collection / info resource
User / clientRecording / publishing
Operations on content
Curation / info resource
management
Info service provision
Info need / user behaviour
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IM Group
Henley Management CollegeYell
The Metropolitan PoliceThe British Computer Society
(CILIP)
© tfpl 2005
Definition of the scope of IM
The overall management of information as a fundamental business resource to ensure that the information needs of the business are met.
Encompasses development and promotion of the strategy and policies covering the design of information structures and taxonomies, the setting of policies for the sourcing and maintenance of the data content, the management and storage of electronic content and the analysis of information structure (including logical analysis of data and metadata).
Includes overall responsibility for compliance with regulations, standards and codes of good practice relating to information and documentation records management, information assurance and data protection.
Source: SFIA 3 - IRMG
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Metropolitan Police Service Background
48,000 staff
37,000 police officers
Role in Criminal Justice System
300,000 People
200,000 in Police Service
5 Million recorded crimes per year
2 Million Arrests per year
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Information diversity
Case FileCase File
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Information Drivers
Records Management Best Value Review,
Data Protection Act
Freedom of Information Act 2000
Modernising Government agenda.
Information Security (ISO 17799)
National Intelligence Model (NIM)
Bichard, Climbie, Every Child Matters, The Children’s Bill
© tfpl 2005
MPS Information Principles
Trusted
AccessibleUsable
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Yell’s Background
Leading International Directories Business Recently acquired Spanish YP
Producer of the Yellow Pages Classified directory And Yell.com, Business Pages and 118247
Floated in 2003 To be the Best information bridge between
buyers and sellers
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The operation
UK operation:•1million Adverts•28 million published directories•100 million uses per month•500,000 paying customers•3 times winner of best 118 service
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Information Management
Customer & Reference data Data Processing
Customer transactions – orders, invoices
Document and Content Management Adverts Web pages & Key words
Integrating customer information and content Intelligence
Customer behaviour Advert performance
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DataProcessing
DocumentManagement
BusinessIntelligence
KnowledgeManagement
Structured Unstructured
Control
Exploitation
InformationQuality
Based on: Dr Sharm Manwani, Henley Management College and IMP
IM Group model
CILIPBCS
Analysts HR
New profession?
© tfpl 2005
Frameworks, standards, professional body of knowledge
CILIP Body of Professional Knowledge Special Library Association Competencies IM Proposed Framework TFPL Framework UK Nation Occupational Standards for Library,
Archives and Museums Knowledge Management Standards, - Australia, EU,
Britain Health Informatics SFIA IM Frameworks – Australia, Canada, US What else?
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Questions
How to get people to share/ collaborate Graham
Is there a new profession? Alison
Would a generic framework be useful? Claudia
New/different skills etc of sectors? Leanne
How to promote the profession? Chris
© tfpl 2005
Your input please …..
Is a generic Framework useful? Different ones for sectors, interests or countries?
Do we have a potential model? From the ones we have seen – or others?
Can we populate it? Do we need a new profession?
who should it include? Education, training, personal development?
Who?
© tfpl 2005
Thank you
TFPL Ltd, 160 Queen Victoria Street, London, EC4V 4BF
Tel: +44 207 332 6000
Mobile: 07787 124 025
© tfpl 2005
Information strategy Strategic planning Business and operational planning Process design People & team development
Enterprise information architecture Information systems development and
management Configure/constitute and describe Collection/ repository management Content management Data management Presentation
© tfpl 2005
Information governance Information risk analysis Information security Curation and disposal Compliance with legislation, regulation and
standards
Content creation and acquisition Writing and editing Records creation and collection Knowledge management Supporting virtual and collaborative working Sourcing internal information Acquisition / procurement (external information)
© tfpl 2005
Communication and publication Publishing channels Communication channels Information packaging and repurposing Business development / marketing
Information exploitation and use Competitive intelligence Decision support User support Client/product support E-business support E-learning support Search /research Analysis and informatics
© tfpl 2005
Expanding horizons Variety in career opportunities Areas of expertise in demand
Information architecture Content management Teaching/training in support of learning
All-rounders in the corporate sector Currently more opportunities in public sector? Particular skills combinations in demand
For example, Project Management and understanding of electronic publishing
© tfpl 2005
The future Technology - the strongest driver Realising career opportunities requires
ability to adapt and re-skill Multi-disciplinary teams
knowledge and information expertise ICT understanding and skills excellent project and change management
skills process design and business skills facilitation and negotiation skills
© tfpl 2005
Information professionals in the e-information landscape will …
Understand, engage with, and feel driven by the business imperatives of the organisation
Keep abreast of technological and organisational developments
Understand the mix of skills and expertise that contributes to IM capability
Have a solid foundation of core information management skills
Have a real understanding of, and be able to articulate, the value that these bring to their organisation and to the daily work of their colleagues
© tfpl 2005
© tfpl 2005
Information and knowledge exploitation
team
Client facing business units
Functions Strategy & Policy
Roles for information professionals?
The Info-Structure
Team:Standards
Systems (IT)ArchitectureAcquisition
Direct customers
Partners /Joint ventures
Suppliers
Regulators
Indirect customers
Government Professional organisations,
interest groups, etc.
isnto Scenarios for the knowledge economy 2001
© tfpl 2005
Core Schema
KnowledgeConceptual structures
Documentation
Information
Collection / info resource
User / clientRecording / publishing
Operations on content
Curation / info resource
management
Info service provision
Info need / user behaviour
© tfpl 2005
Everyone has a role in KM
Knowledge conscious leaders
Knowledge workers
Knowledge facilitators
K specialists – core teams
K strategists
Stakeholders: customers, partners, funders, regulators ...
Skills for knowledge working BSI 2005
© tfpl 2005
DataProcessing
DocumentManagement
BusinessIntelligence
KnowledgeManagement
Structured Unstructured
Control
Exploitation
InformationQuality
Based on: Dr Sharm Manwani, Henley Management College and IMP
IM Group model
CILIPBCS
Analysts HR
New profession?