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This chapter provides an understanding why a more formal business case is required, even if it seems to be unnecessary and how asset treatment of information leads to tightly connected business and information value. Due to the abstract attributes of information and data, there are some challenges in bridging other related attributes to a business case. There are two reasons one needs to invest in the effort to build a formal business case: First, there is a need to be convince workers that enterprise information management (EIM) program is better than any one-off effort. It is easy for a department head to state that there is no time to participate in a squishy information project. After all, there is a business to be run. It is much harder to say you are not in support of a program with a goal of making assets for the organization. Second, one cannot succeed with Information Asset Management (IAM), if one cannot measure it. And the success measures of EIM and IAM needs to come from a business-oriented set of metrics. The EIM team needs to prepare to sell, so they can go and officially sell. This means examining the business alignment material, merging in some concepts that reinforce the relevance of the IAM philosophy, and recognizing that the long-term animosity between information technology and business areas must be addressed with a business program.

This chapter addresses how new challenges are asking for new applications of information and how enterprise information management (EIM) can address them. It also reflects on past treatment of data and points out how EIM could have improved some sample business scenarios. An organization that has an EIM program will exhibit an understanding of data as the fuel of the enterprise. Whereas other organizations might view data as a lubricant, making local processes better, or targeting specific business targets, the EIM enterprise makes sure that the data asset is recognized as a key component for success. EIM means a change in the data/content business environment. The change in environment can be likened to the difference between football and soccer. Most businesses and other types of organizations currently operate information technology (IT) and Information Management under a general football mind-set. The techniques and methods of IT are based on the perceived need for reconciliation and negotiation. Business users are the offense and IT is defense. They communicate, but never play together. Each team may score, but never together. And great practice and discipline is required separately for each squad to get it right. Most of the processes in place in the current information environments in organizations are to get the two teams to communicate, but by definition, they don't want to. EIM is the step beyond that.

This chapter describes the blueprint of enterprise information management (EIM) where architectural components are designated, named, and justified. The actual building schedule and plan is the Road Map phase—which follows the Architecture phase. This phase uses all of the artifacts from the EIM program. Once the EIM Vision is clear, a Business Model is understood and maybe even some financial targets are designated, the detailed work begins. This phase is the largest activity in terms of effort to design the EIM program. There is a great deal of analysis to choose and align a series of components. These activities represent the core architecture tasks. At the end of these activities, the foundation is laid for what data and content is to be managed. Often, a picture of an architecture diagram is the only EIM artifact reviewed. The sequence and interaction of the tasks and artifacts will ensure the EIM recommendations are auditable and the recommendations are based on living documents which will add value in the future vs. sit on a shelf.

There are three specific elements of the business cases for information asset management (IAM): alignment, return on the IAM investment (ROI), and asset value. This chapter deals with the layers of business alignment, and presents the details a businessperson needs to know to recognize a solid business case for enterprise information management (EIM) and IAM. Alignment provides a direct linkage of IAM efforts to business strategies, and measuring information projects against the anticipated benefits. Alignment is also an objective of the EIM program—aligned means that business needs are directly filled by EIM. Alignment is the ability to tie a project to a specific business objective, and measure against that objective. Managing information as an asset can assess and audit the current content holdings and risk (regulatory and others). It requires applying the basics of financial management to the information realm. The business case must be developed to create a picture of current information value, and present the current and future information value in a financial context. Achieving business alignment and developing solid business cases is supposedly the greatest challenge facing information technology. A mindset that blends business needs into a business case based on information usage can address challenges.

There are many process-related disciplines in the business world. Movements like reengineering and CRM have had their share of material explaining the steps to follow to make such a program successful. This chapter presents an overview of the steps required to start and sustain enterprise information management (EIM). The level of detail presented here is for the executive and is not a field guide or manual. It sets expectations and establishes the role of the business executive in ensuring the success of EIM. The format taken in this discussion is to review each major step and its activities, and describe what the business leader will see if the activities are going well. It also covers how to adjust the step if it is not going well, and how the business can leverage the output from each step. The EIM program is accomplished through a set of activities that use techniques and methods to produce auditable, incremental steps, and components to manage information assets. The activities specified are not just executed one time. They represent ongoing processes required to adjust and sustain EIM. During these activities, the philosophy of information asset management is manifested through business alignment to a vision and subsequent architecture elements. Business processes are refined and the protocol for managing information is specified. Finally, a detailed road map that expresses business needs in the form of projects is delivered and the activities to sustain EIM are specified.