I am putting together a survey for an upcoming project and I need your help. I am testing two things: 1) whether or not PollDaddy is a reasonable tool to use, and; B) the survey. You can send feedback via the survey (last question), via this blog post, or directly to me via email (firstname.lastname@example.org). Please feel free to pass this on. Depending on the responses received, I may use the results to come up with a clever hypothesis, or not.
The project, as originally defined by the client, is to develop a records management strategy. However, between the client and I we’ve redefined the project to encompass all information and support corporate objectives (I’ve actually read and understood their corp strategy docs). The current phase is to document the current state of records and information management, come up with a target state, and develop an implementation roadmap to get from here to there.
The intended audience for the survey is the entire organization (they’re not really that huge). Survey completion will be mandatory for all directors and above, for everyone else it is optional. My point with doing this survey is to have information that is directly applicable to the client, rather than relying on industry or generic information.
Back in June (2013) during the ARMA Canada Regional Conference I attended a pretty good session delivered by Emily Gusba (Information Management Lead, GCDOCS Implementation at Natural Resources Canada). Emily was accompanied by Trevor Banks and Julie Colgan (ARMA Int’l President, Julie rocked as a last minute walk-on for Debra Power who is all better now). The session, titled Learning IT-ese, was about IT and RIM (Records & Information Management) having to work better, together. Essentially, the point was that RIM had to learn to speak IT.
Now, I’m all for IT and RIM working better together, but I don’t mean what you think they (see above) think you think they mean. Simply put, we’re not on the same page. Bear with me a bit …
IT and RIM are both service providers within their organizations, n’est pas? They serve the same clients, though they provide different but complementary services. RIM and IT also have a symbiotic (some would say parasitic, but that’s just mean) relationship with each other. The truth is that one’s not much good without the other.
RIM and IT need to join together, not to serve the purposes of RIM, but to serve the interests of the entire organization. Having RIM sit with IT to explain RIM’s wants/needs (in whatever language they choose) is, in a word, crap. IT and RIM need to approach stakeholders with a joint message; “Your stuff needs managing and governing and we’re the team to do it for you.” Yes, children, RIM and IT need to get together and become a formidable team. They need to approach the cheque-writers (notice Canadian spelling, thank you) as one.
When Marketing wants to migrate from one platform to another, RIM/IT needs to be in those meetings TOGETHER. When HR wants to implement a new HRMS, IT/RIM needs to be there to make sure all that information flows correctly throughout its lifecycle.
When I talk about RIM I don’t mean the RIM we knew from the paper days; I mean what RIM can and should be in 2013 and beyond. Drop the Records reference and focus on the Information and the Management, regardless of the medium that information is created or stored in. Join with IT to become IM&T (the M comes before the T because you need the management bits before the tools) and provide your clients the information services and governance that they need. In some organizations there still is, and always will be, the need for the Records part of RIM. However, the Records function really needs to be a subsidiary of the IM&T group.
If IT provides the plumbing, and information is akin to water, then RIM performs as the treatment facility. IM&T not only gets the information to you, they make sure that the information you get is clean and safe. (Sorry about the crappy analogy.)
Yes, RIM and IT need to work together, but not as two different parts of the organization. They need to join and serve the organization as a single unit. I’m not saying that RIM professionals ought to become developers or systems analysts. Nor am I advocating for IT professionals to become Records Managers or Archivists. What I am saying is that the IM&T TEAM needs to incorporate roles that address the Information Management and Governance needs as much as the Information Technology needs. Separating RIM from IT hasn’t really worked all that well after all, has it?