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Member You - IRM: Putting all the Pieces Together
Most bound documents last longer than unbound documents. Binding is a procedure by which pages and cover of a book are bound together through a strip sewn over or along an edge of a book for strengthening or decoration. Current binding processes are done mostly with machines rather than manually, for greater efficiency and better finishing.A binding machine may work with a manual punch or electric punch. Manual punch is frequently used for small and medium volume jobs, whereas electric punch is used for medium and large volume jobs.Manufacturing speed, visual appeal of finished product and number of pages per bind will decide which binding technology is best suited for
Unlike the IT Director mentioned earlier, very few people want to see the "big picture." Instead, people in the industry have evolved into taking a tool-oriented approach for solving problems. In other words, the only problems seemingly worth addressing are those that can be conquered by the tools they are currently using. Anything outside of their scope is considered irrelevant and "someone else's problem." This is like having an orchestra without a maestro; all of the instruments play well but not in a conc
The catch phrase of the 1990s, Customer relationship management, was an instant darling of large and medium business houses, which in theory promised to develop and manage a happy and cordial relationship with customers. Now a decade and more into customer relationship management, organizations are slowly realizing that the unwieldy process is no longer easy to handle easily, as they initially thought, and forging a relationship forever is not gaining ground.The reasons for the slow progress of this magnificent management tool are not very difficult to understand, although it has taken years to dawn on the organizations. However, fundamentally, the theory of CRM, customer rela
- Bryce's Law
INTRODUCTION
Years ago I was visiting a large manufacturing company headquartered in Connecticut where I was making a presentation on our "PRIDE" Methodologies for IRM. I thought I had a done a pretty good job of explaining the basic concept of Information Resource Management, but the IT Director was having a problem comprehending it. He said, "Tim, what I'm looking for is the ability to know where all of our plants and offices are throughout the Atlantic seaboard, what their systems are, and the data they use." Then, elevating his hand over his head like an airplane, he continued, "I want a view of the enterprise from 50,000 feet."
I told him he had just succinctly described the concept of IRM and I have been using this expression ever since. (I also got the contract shortly thereafter). IRM is the global view of an enterprise's information resources, including its business, systems, and data components. I have described this concept in-depth in past bulletins, see:
No. 12 - "Understanding the IRM/MRP Analogy" - February 21, 2005
http://www.phmainstreet.com/mba/ss050221.pdf
TYING IT ALL TOGETHER
What concerns me lately is how the industry seems to have developed distinctly separate approaches for such things as:
- Enterprise Resource Planning (ERP)
- Information Architecture
- Business Process Reengineering (BPR)
- Agile/Extreme Programming
- Object Oriented Programming (OOP)
- Data Mining
- Enterprise Architecture
- Project Management
- Service Oriented Architecture (SOA)
- Data Base Design
- Programmer Workbenches
- Business Rules
- Process Management
- Quality Assurance
- DBMS
- SDLC/Waterfall Methods
All have developed their own unique market niche complete with conferences, books, magazines, and self-proclaimed gurus. All are segregated into separate fiefdoms with little, if any, interfaces between any of them. It seems strange to me they do not work together harmoniously in a cohesive manner. Frankly, we tend to make things more complicated than they need to be.
I tend to believe this is caused because the industry takes a rather myopic view of things. Basically, all of these efforts started out as rather simple ideas which have been refined and marketed as the panacea du jour. I am reminded of IBM's efforts in the 1980's with AD/Cycle who made a futile attempt to develop an integrated development environment. The reason for it's failure was primarily due to the lack of cooperation between the participating vendors to agree upon standards for developing a unified environment. And frankly, as competitors, it was not in their best interest to do so. To do so might impact their competitive advantage. Interestingly, AD/Cycle and most of the vendors who participated in the project have moved on, but the problem of an integrated environment has not.
Unlike the IT Director mentioned earlier, very few people want to see the "big picture." Instead, people in the industry have evolved into taking a tool-oriented approach for solving problems. In other words, the only problems seemingly worth addressing are those that can be conquered by the tools they are currently using. Anything outside of their scope is considered irrelevant and "someone else's problem." This is like having an orchestra without a maestro; all of the instruments play well but not in a conce
ISO 9000 training is the process of training individuals for the purpose of attaining ISO certification. ISO 9000 is a set of standards implemented by organizations for quality management systems that control the fabrication of a product or service. Perhaps today?s most popular generic international standard, it guarantees first-rate quality at all stages of design, development, manufacturing and delivery.ISO 9000 training enables an individual to understand various quality standards as well as how they are basically planned. That is, it provides a clears idea about the interrelationship of ISO 9000, ISO 9001 and ISO 9004. The training program is also good for understanding IS
I told him he had just succinctly described the concept of IRM and I have been using this expression ever since. (I also got the contract shortly thereafter). IRM is the global view of an enterprise's information resources, including its business, systems, and data components. I have described this concept in-depth in past bulletins, see:
No. 12 - "Understanding the IRM/MRP Analogy" - February 21, 2005
http://www.phmainstreet.com/mba/ss050221.pdf
TYING IT ALL TOGETHER
What concerns me lately is how the industry seems to have developed distinctly separate approaches for such things as:
- Enterprise Resource Planning (ERP)
- Information Architecture
- Business Process Reengineering (BPR)
- Agile/Extreme Programming
- Object Oriented Programming (OOP)
- Data Mining
- Enterprise Architecture
- Project Management
- Service Oriented Architecture (SOA)
- Data Base Design
- Programmer Workbenches
- Business Rules
- Process Management
- Quality Assurance
- DBMS
- SDLC/Waterfall Methods
All have developed their own unique market niche complete with conferences, books, magazines, and self-proclaimed gurus. All are segregated into separate fiefdoms with little, if any, interfaces between any of them. It seems strange to me they do not work together harmoniously in a cohesive manner. Frankly, we tend to make things more complicated than they need to be.
I tend to believe this is caused because the industry takes a rather myopic view of things. Basically, all of these efforts started out as rather simple ideas which have been refined and marketed as the panacea du jour. I am reminded of IBM's efforts in the 1980's with AD/Cycle who made a futile attempt to develop an integrated development environment. The reason for it's failure was primarily due to the lack of cooperation between the participating vendors to agree upon standards for developing a unified environment. And frankly, as competitors, it was not in their best interest to do so. To do so might impact their competitive advantage. Interestingly, AD/Cycle and most of the vendors who participated in the project have moved on, but the problem of an integrated environment has not.
Unlike the IT Director mentioned earlier, very few people want to see the "big picture." Instead, people in the industry have evolved into taking a tool-oriented approach for solving problems. In other words, the only problems seemingly worth addressing are those that can be conquered by the tools they are currently using. Anything outside of their scope is considered irrelevant and "someone else's problem." This is like having an orchestra without a maestro; all of the instruments play well but not in a conc
ERP is the short form of Enterprise Resource Planning. ERP implementation utilizes various ERP software applications to enhance the performance of organizations for resource planning, management control and operational control. ERP software consists of multiple software components that incorporates activities across functional departments from product planning, parts purchasing, inventory control, product distribution, to order tracking. Most ERP software systems include application components to sustain common business activities like finance, accounting and human resources.Using ERP software has the following advantages. In the absence of an ERP system, producers in need of
All have developed their own unique market niche complete with conferences, books, magazines, and self-proclaimed gurus. All are segregated into separate fiefdoms with little, if any, interfaces between any of them. It seems strange to me they do not work together harmoniously in a cohesive manner. Frankly, we tend to make things more complicated than they need to be.
I tend to believe this is caused because the industry takes a rather myopic view of things. Basically, all of these efforts started out as rather simple ideas which have been refined and marketed as the panacea du jour. I am reminded of IBM's efforts in the 1980's with AD/Cycle who made a futile attempt to develop an integrated development environment. The reason for it's failure was primarily due to the lack of cooperation between the participating vendors to agree upon standards for developing a unified environment. And frankly, as competitors, it was not in their best interest to do so. To do so might impact their competitive advantage. Interestingly, AD/Cycle and most of the vendors who participated in the project have moved on, but the problem of an integrated environment has not.
Unlike the IT Director mentioned earlier, very few people want to see the "big picture." Instead, people in the industry have evolved into taking a tool-oriented approach for solving problems. In other words, the only problems seemingly worth addressing are those that can be conquered by the tools they are currently using. Anything outside of their scope is considered irrelevant and "someone else's problem." This is like having an orchestra without a maestro; all of the instruments play well but not in a conc
An employee background check can include a number of verifications such as the applicant's educational background, previous employment, social security number, credit history, criminal history, drug history, and medical history.All these checks are to ensure the employer or the company that the candidate is indeed trustworthy and would not create any problems with the other employees or company records or in general with the company in the future.An employee background screening might involve some basic information such as educational qualifications, date of birth, previous employers and the references provided. However, some background checks could also be industry spe
I tend to believe this is caused because the industry takes a rather myopic view of things. Basically, all of these efforts started out as rather simple ideas which have been refined and marketed as the panacea du jour. I am reminded of IBM's efforts in the 1980's with AD/Cycle who made a futile attempt to develop an integrated development environment. The reason for it's failure was primarily due to the lack of cooperation between the participating vendors to agree upon standards for developing a unified environment. And frankly, as competitors, it was not in their best interest to do so. To do so might impact their competitive advantage. Interestingly, AD/Cycle and most of the vendors who participated in the project have moved on, but the problem of an integrated environment has not.
Unlike the IT Director mentioned earlier, very few people want to see the "big picture." Instead, people in the industry have evolved into taking a tool-oriented approach for solving problems. In other words, the only problems seemingly worth addressing are those that can be conquered by the tools they are currently using. Anything outside of their scope is considered irrelevant and "someone else's problem." This is like having an orchestra without a maestro; all of the instruments play well but not in a conc
"The more you want to do something the less it seems like work" - Hugh PratherThis is a quote from poet Hugh Prather that I am blessed to be able to live out every day.I have my dream job, and cannot imagine doing anything else.What's your dream job?One of my passions is a desire for others in the helping professions to feel the same joy and excitement I do each day. Part of my dream job is as President of BuildingYourIdealPractice.com where we teach private practitioners how to create their ideal practice and fill it with their best clients.So what is your dream job? What would you most like to do? If you could creat
Unlike the IT Director mentioned earlier, very few people want to see the "big picture." Instead, people in the industry have evolved into taking a tool-oriented approach for solving problems. In other words, the only problems seemingly worth addressing are those that can be conquered by the tools they are currently using. Anything outside of their scope is considered irrelevant and "someone else's problem." This is like having an orchestra without a maestro; all of the instruments play well but not in a concerted manner (and believe me, this is not a concert we would pay to see).
The objective of any CIO or IT Director is to create a homogeneous development environment as opposed to the heterogeneous environment just described. Doing so allows the staff to row on the same oar and not in opposing directions.
So, what is the common bond? Another new tool or technique? Hardly. Instead a very simple concept: Information Resource Management. IRM is more about management than it is about technology. In fact, it is a philosophy of management; a way of thinking, a management approach (not tool-oriented) to design and control resources to satisfy the information requirements of an enterprise. Ultimately, it represents organization, discipline and accountability. Like the comment about "50,000 feet," IRM requires a new perspective, one derived from the fundamentals of manufacturing and engineering. It begins with a belief that a system is a product that can be engineered and manufactured like any other product. If you can buy into this belief, than synchronizing all of the disciplines is not only feasible, it is highly likely.
CONCLUSION
In this industry, we tend to worry about the wrong things. This is like rearranging the deck chairs on the Titanic. Instead, we should take a more global perspective on the problem, organize ourselves accordingly and conquer it. To do so does not require the use of any particular tool or technique. Instead, we have to climb up upon the mountain, look down, and chart a course of action. This is what Information Resource Management is all about. Its not about mastering a specific instrument, its about orchestration. But this can only happen if we define and standardize our concepts and terminology and turn IRM from an art to a science. Together, we can create a symphony.
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