New Book Review: "Making EIM Work for Business"

Recently posted book review for Making Enterprise Information Management (EIM) Work for Business: A Guide to Understanding Information as an Asset, by John Ladley, Morgan Kaufmann, 2010, reposted here:

John Ladley indicates at the outset that the necessity of this text is threefold: (1) because the reader is already doing enterprise information management (EIM) to some extent but not very well, this book is intended to show how to manage information better, (2) since this book is an apology from the author following a 30-year information technology career during which time he and his peers have "absolutely done a terrible job making a business case" for addressing data and information as an asset, this book is intended to increase business understanding, and (3) because business attitudes toward data and content are stuck in a "quick-fix, I can do it myself and Information Technology are idiots" mode, this book covers the risks and challenges that can only be addressed after data and content are seen from a different perspective.

While it is not made apparent from the Table of Contents, the 30 chapters preceding the 8 appendixes are divided into two parts, the first of which (Chapters 1 through 14) is intended to provide material to sell, understand, and validate the EIM program, and the second of which (Chapters 15 through 30) is intended to delve into the methods and artifacts needed to maintain EIM and have the business manage information. Whatever the case specific to this reviewer, perhaps due to Ladley targeting executive audiences, the text started making sense beginning with chapter 6 ("A Case for the Case"), the beginning Mark Twain quote of which sums it up: "It usually takes more than three weeks to prepare a good impromptu speech." In other words, "the EIM team needs to prepare to sell, so they can go and officially sell." In the opinion of this reviewer, although the first five chapters are slow, the content in these chapters is provided as foundational material for subsequent chapters.

However, there are some bright spots within the first five chapters. For example, following a discussion on the changing role of information, the author comments that "the most common requirement I have heard from businesspeople over the last 20 years is 'Just give me all of my data. I know what to do with it.' To go out on a limb, Mr. Business Person, you do not know what to do with it. If data is an asset there must be more to managing it than just looking at a report. That is the easy part. The business person perceives an analysis result, but has no idea how to position the asset properly." Ladley furthers by posing the question "Is information (or data, or knowledge) an asset to your business?" to which he responds, "The obvious answer seems to be yes. Again, few executives would say 'no – it is not an asset and not needed for my business'. But accepting the concept and making it real mean moving from the lubricant phase of history to the fuel view of data, as well as accepting that there will be some changes in your organization – and the IT changes are the trivial ones. Accepting the definition of information as fuel and an asset means you agree to track it. Inventory it. Assign rigid and at times unmerciful accountability for its accuracy and use."

The business case for EIM is presented well in Chapter 7, beginning with a cartoon (all chapters begin with either a cartoon or a quote) that depicts two individuals sitting at a bar, with one quipping to the other, "What we need is a long-term quick fix." Humorous, but a remarkably good summary of some of the clients with which this reviewer has worked as a consultant. Corporate culture is discussed well in chapter 10, and this reviewer especially appreciated the portion of this discussion on forms of resistance within any given culture. The first part of the text ends by presenting several effective case studies, and interestingly enough the second part of the text begins by requesting that the reader return to reading the first three chapters of the book if they skipped to Chapter 15, because the same concepts discussed from an executive perspective that are reviewed from a middle management perspective are needed to increase reader understanding.

In the second part of this text, the author continues to place side-bar "Tip for Success" sections throughout the text, and this reviewer especially appreciated this aspect. Although many business books provide some type of side-bar, the high quality of the side-bars that Ladley provides are at the same level as those included in the enterprise architecture series of texts by Tom S. Graves, such as "The Service-Oriented Enterprise: Enterprise Architecture and Viable Services" and "Real Enterprise Architecture: Beyond IT to the Whole Enterprise" (see my reviews). This near-500 page work is weighty, with a liberal amount of tables and diagrams throughout, and the author's "Observation" side-bars are well placed, calling out attention to information important to the main body of material. For example, in Chapter 21 the author stresses that "The data model is not an option. If it is not done now, it will be done later. Please do not interpret the need to be conceptual or deemphasize detail as a statement of flexibility. First, we are framing the organization and agreeing on context. No other tool does this as well. Second, we are moving toward some level of detail where a standard data model can be used to spring board many technical activities, and save a good deal of time and effort."

As an architect, this reviewer especially appreciated Chapter 23 ("Architecture Part 1"), Chapter 24 ("Architecture Part 2"), and Chapter 25 ("Architecture Part 3"). Important considerations continue to be included in the presentation that Ladley provides, including the following warning: "There will be shadow IT areas that will begin about now to announce they are not going to relinquish (insert their departmental product, tool, database, or reports here), and will begin a process of complaining and/or passive aggression. This is actually good news! First of all, you have their attention. Second, you have identified additional parties requiring EIM orientation and education. Lastly, they may have an EIM element in place that can actually be leveraged." In concluding chapters, this reviewer enjoyed Table 27.2 that charts "Human Dynamics Principles" (mental, emotional, physical) alongside some of the elements of EIM (such as data governance and data quality) to show how individuals might react to EIM, as well as a discussion on GAIP (Generally Accepted Information Principles) which consists of several principles such as asset, value, going concern, due diligence, risk, and quality. Well recommended.