International

Journal

of Information

Management

(1988),

8 (5-l

1)

Viewpoint

A conceptual framework management

R. E.
With technology on from grounds the within huving of u mujor unri impuct activities stufj backof fbr prohdeur to o&ers ~~NSC. A the in the of Driven data largely processing, by the convergence
WIGCiINS

for information

resources

Introduction
of

strucluring orgunizutions. curious are finding the need to work hltsine.ss

5. 6.
telecommunications

Flows and processes. And of course - the user!

profes.sionul unrl that their areas

disciplines are no longer

speciulizution Increu.singly .Puch experts complex kerns. However, one .speciulist could pictorial is therefore expertise between informution giving and syslems eqd systems muke

sacrovuncf. to .sdvc

is recognized together

informutiorl

it i.s nor ulwuys whuf conrrihdon

in any purticulur presented

rr,prcsc,nration u~~ribhle cerluin weight und key

of this situ&m lo exeniplij) the uc.tor.s inrerpluy

and office technologies, the traditional practitioners in such fields as computing, records management, libraries and office management have become increasingly aware of each others existence if not clear as to their respective roles, functions and interrelationship. Here I present a personal perception of the scope of some areas of expertise and their contribution to information resources management.

pluy . The imporlunce

to the informution of informu~ion elements resources

Many of you considering this rather nebulous subject area will see things otherwise and produce different pictures. The results would be equally valid since such representations are personal views. In fact depending on my approach to the problem area 1 would generate several variations on this theme. My intention is to offer this as a stimulant to thought and debate. What follows is not an example of the soft systems methodology in action, but a brief consideration of some themes drawn from the picture which I feel are important.

i.s emphasized

in the con texl of management.

Some scene-setting
Even a brief review of the literature highlights the variety of complex attitudinal, perceptual, philosophical and practical issues surrounding attempts to define areas of expertise, or disciplines concerned with information and their contribution to its management. To exemplify this I have attempted to capture my Viewpoint in pictorial form (Figure 1) based on the idea of a Rich Picture from the soft systems methodology.* Such a picture is an expression of a messy problem situation usually incorporating elements of structure, process and climate. It includes: 1. Professions and disciplines, e.g., librarians, information scientists, data analysts and their stance. Skill areas which relate to services provided. The impact of new (and traditional) technology. Information and the corporate pyramids.

information

Some themes examined

Distinguish tem. informution from sys-

We should make a clear distinction between the information aspect of information systems and the systems themselves be they based on new technology or traditional practices. In this context office automation is just a tool to help the user obtain the right information at the right time and in the right form (how many times have I heard that before!). Nevertheless. extensive expertise and skill may have gone into the design of the system itself.
or information? What are the meanings of, and hence the differences between, data and information? The answers obtained depend largely on the respondents role in life. If one is a data analyst, for example, data may be viewed as the raw material which makes up information. It has no meaning unless it is placed in context. Duru

is Senior Consultant in the Energy Department of Scicon Ltd. of 49 Berners Street, London WIP JAQ. UK. He has over 20 years experience in various
aspects of information managcmcnt and information service provision. This has been gained in industry and publishing and covers such aspects as library and information science, records management, data

Bob Wiggins

2. 3. 4.

management,

computer

bureau

services

and systems methodologies.

0268-4012/88/01

0005-07

$03.00

1988 Butterworth

& Co (Publishers)

Ltd

Vjewpoint

I_

.*<
IS

conFused dl

ahou t

My

VRW

topdown

I study business stra+egy S activities, establish

MANAGEMENT

I.S. Strategll subsegvent

framework I.S. system /

for design --.-

g ~rnpiern~t~~on.

i showLn 9 ,_. ,

data

FLOWS

me top

down

7-r

u&west ----__ v ,

to..

_ , ,

-.

r.CC.o_L.^-

SYSTEMS
PROGRAMMER

PROCXAMMEKS

R&es

often

combined

Viewpoint

t4
cataL ue A=9

On Line

/,____-----____,

systems __v .., -.v--/Im concerned wLth react-ds as

-_

--__ato identlfy, evaLuate,manage records, decide retentbn

RECORDS

Viewpoint

Was this definition intended to cover text in documents or published literature? It would mean that text may also not be considered information until it is placed in context. On the other hand, a user does not refer to text as data, while he may refer to information in an engineering handbook as useful data. All somewhat semantically confusing. Horton3 refers to information hold ings and divides these into data (facts, figures. numbers), documents (reports, records-not database records ~ messages and memos) and literature (monographs, periodicals). This definition is probably more understandable to the user, dare I say more user-friendly, than that used by computer specialists. What about knowledge I hear? One organizations exposition of information management included the statement information is the knowledge about a subject which forms the basis of decision-making. This conflicts somewhat with the dictionary definition of knowledge ~ familiarity gained by experience; a persons range of information; the sum of what is known - a definition which fits in with the development of knowledge-based systems. However, Im not sure that it is productive to pursue these thoughts further as there is no correct definition. The general point I wish to make is that we must speak and understand to a sufficient extent the language of those with whom wc are communicating and, in turn, be able to translate clearly and unambiguously our language into that of the recipient. Again probably an obvious truth!

quirement for external information, which records management does not properly address, the picture is more the reverse in percentage terms with the outward-looking business strategist requiring a variety of information from the external environment. much of it being text-oriented and softer in nature. In this context it is worth noting the essential difference between texthandling information retrieval systems and database management systems (DBMS) storing fixed format data. When accessing the former, enquiries arc typically a$ /rot, natural language keyword searches of variable format information. The searcher may well be content with retrieval of just a few near misses to the query. DBMS, however, with their fixed format data and a requirement for a precise search specification are normally subjected to standard searches aimed at retrieving all occurrences where the search query and stored data match precisely. Near misses will not do. Of course the newer software packages, for example, the DM relational database from Information Dimensions, are better able to handle both ends of the spectrum in one system. Nevertheless the point I am making is to spotlight the contrasting features of text/bibliographic systems and databases holding transactional/ operational data ~ features that traditional data processing staff and computer hardware suppliers have only recently begun to appreciate.
T/7e ir7forrmtion I$ cycle. It is helpful to be able to hang onto a concept which all can understand no matter from what discipline they come. The management of the information life cycle is one such - it appears in the top left-hand side of Figure I. This is a useful concept which can be applied in appropriate circumstances to facilitate collaboration between and coordination of specialists be they concerned, for example, with company records, data, information or strategy. It is certainly one which Scicon has developed as its Infobuild approach to help relate information activities to a preceding information system strategy planning exercise

The
mid.

informution

md

corporate

pyra-

MA(iiL.UP. F. ANU M,\ZNS~ICLI>, U. (Eds) (1983). The sfudy of informution - Interdi.xiplinury messages. New York: WileyInterscience.

One organization estimated that the percentage of its records (again not database records!) relevant to the classic four levels of the corporate . pyramid amounted to around: _ 1. Executive decision support/ strategic: 1 per cent. Audit and control: 4 per cent. Planning and analysis: 20 per cent. Transactional: 75 per cent.
However,

-<.I IECKI AND,P. (19X.5).

.sy.sr~~rs pracke. sons.
3HOKION, 6. w.,

Systems

thinking,

Chichester: John Wiley &

Jr. (1YXS). Infonnafim

2.
3.

IP.SOLUCC.S munagunent
formalion the offire,

- Harmssing inassefs for produdvi7y gair7.s irr factory, and laboratory. Engle-

4.

wood Cliffs: Prentice-Hall.

4The Concise Oxford Dictionary (1982).

if one

looks

at the

re-

Viewpoint The conrrihutions of .speciali,rts. As tribution of specialists. Those with particular concern for the same information activity or topic are likely to need to work together for the benefit of efficient and effective information management. An example of this necessary collaboration occurred in British Petroleum with their Information Systems Services

In ;I culture like ours long accu\rometl to splitting and diviJing all things as a means of control, it is somctimcs ii bit of a shock to hc rcmindcd that. in operational and practical fact. the medium is the mcswge.
Marshall McLuhan

( 1961)in

it~,yMdiu: The E.~icmsIot~~of Man. Pt. Ch. 1. London: Routlzdgc and Kegan.

U~c(c,r\/cr~t/I,

noted earlier, the semantic problems surrounding the words data and information can complicate debate and impair understanding. In Figure 1 I have ducked this by having the actors (i.e., those which have a part to play) refer to their interests in the message, media or elements, the first two being adapted from a McLuhan quote. One can equate message to information as understood by (most) users and media as the physical medium on which it is held. If one accepts this analogy then data can be considered to be the elements
(words. ohrases. numbers. even characters) which

Department (Figure 2). LIRAS refers to BPs Library and Records Automated System. which Scicon is now marketing.
Ir~forrnuCon
foregoing

services.

trust

the

has demonstrated

and value of capitalizing

and experience of all specialists and the

the need on the skills

information

..
Table 1. Likely contribution

make up the message. Given this somewhat artificial basis one can suggest (Table 1) the con-

provide. experts agement

services they can No longer can individual such as data analysts, manscientists, records managers,

of specialists

;t$ EC

zi ..?
L :

is!
Message Elements Media External information Internal information3 Determine strategy Identify Acquire Originate Manipulate Synthesize (intellectual) Preserve Retrieve Communicate Utilize Destroy Key: Many P = Primary libraries concern; are more labelled N N S N N S = Secondary proactive That concern; is why N = No real concern here. It is often deceptive P S N S P relevant P S N N N S S N N N business P N P P P N N P

2 E z
P N

&
lJ3

S N
P S

P N P S P N P S N N S P P S S P

P N N P P P P S P S P S S P P N

s
P

s
N
P P N S N P P S S P to assign

information

than is indicated

and unhelpful manager

someone descriptive

to a particular

pigeon-hole. will depend

a title such as information of and activities with internal

can be more

and all-embracing The answers provided 3Brought-in to distinguish external clearly

on the seniority is typically

undertaken information.

by a particular Thus

end user possible

information between

integrated

it is not always

the two

Co-operation, I Staffing t External OFFICE SYSTEMS MANAGEMENT 4 Information Data Preparation, Inputting

Identification

of potential

business

CENTRAL INFORMATION AND LIBRARY SERVICE i

Software

Records Management Principles. Systems Design

Zaff. (ew clients Record design. Irganisation hanges. reliminary kchival review.

4 -

(LI RAS Devt and Opr

MOORGATE INFORMATION CENTRE

I
INFORMATION rr

RECORDS APPRAISAL

I
Advice on Storage required. Pre-requisite Training Co-operation

I
BASIS INGRES Information Retrieval

I I 1 1

Operating current microform applications. + * _--StoragF

MANAGEMENT

1
I

DATA

r
Data Admin.

Media

MICROFORM AND STORAGE CONSULTANCY

Data Dictiona~

Focus. Software

Selection,

Other

ISS Storage Media

Figure 2.

Service relationships for the office environment

in BP Information

Systems Services Department

Viewpoint information scientists, or librarians afford to isolate themselves into watertight service compartments. The technology alone has caused leakage which in some areas is breaking into a flood, for example. the importance of records management for office automation. Increasingly it is necessary to foster and undertake broad-based information-related studies which draw on all appropriate individual skills. Information manqement or information resource(s) management.? The skill areas noted around the centre in Figure I do not include information management, but rather more specific ones such as information systems strategy planning, data management and records management. The concepts of information management (IM). information resources management (IRM) and even information resource management ~ without the s ~ have developed significantly in recent years, particularly in the USA but also in Europe. to cover a much broader scene than any of the individual skill areas noted in Figure 1. The distinction Horton draws between information itself as an asset or resource (singular) and the resources (plural) - e.g., tools, services, financial investments and people concerned with information - is a useful one. Information resources management must cover both these aspects. If one concentrates on information content, ineffective and inefficient use of tools may result, while emphasis on the tools might ignore the fact that the information content does not match users requirements. There is no doubt that lM/IRM is here to stay, if only to provide a new territory into which computer managers, librarians, information scientists, office managers, etc. can try and expand their influence and areas of responsibility away from their own patches which are increasingly threatened with takeover by others. In fact various new bodies have emerged or existing ones have changed to cater for those concerned with IM/IRM. Thus Aslib in the UK was originally concerned more with special libraries, but subsequently expanded its role and now refers to itself as the Association for Information Management. Professional bodies such as the Institute of Information Scientists have reviewed their criteria to reflect more accurately the broader information area in which they wish to operate. Regarding individual areas of expertise one can fairly easily agree with others as to the roles and responsibilities of a data manager, records manager, librarian and information scientist. This is mainly because there are well established professional bodies which cater for such staff and have formal qualifications and educational schemes. Similar courses for IM/IRM are now becoming more visible. however. Without doubt IM or better still IRM is becoming established as an umbrella concept - hence its central position in Figure 1.

A. H. (19X5). Organising Informarion Resources. Irzformdor~Manugrmenr Rer,icw. Summer, pp. 3.5-35. HOKION, op. cit., Ref. 3. X<.RONIN, H. (Ed.) (19x5). Ir+~rmrrtiorr I?ICIIi(I@V?lPIIl - from slrul~~gie.r fo crcrh. London: Aslib. SC.IINFYMAN,

11