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Abstract
XML presents itself as a potential technical solution to many IM problems. This presentation will discuss how, without a clear vision and without business and change management strategies that address user and client implications, XML will be yet another tool used ineffectively.
Table of Contents
During the past decade major corporations and government agencies have focused their efforts on building IT solutions that are based on database technologies, all the while ignoring the wealth of information contained in the millions of documents and files stored on corporate servers. Those who attempted to organise this mass of information have failed dramatically. Successful document management implementations are a rarity. With the proliferation of major enterprise information systems, the problem is growing exponentially. Now more than ever, accurate, timely and comprehensive information is critical to the success of rapidly changing enterprise operations and highly competitive business continuities.
XML presents itself as a potential technical solution to these problems. But without a clear vision and supporting business and change management strategies to address user and client implications, it will be yet another tool used ineffectively.
To address these problems and to mitigate risk, the House of Commons (HoC), Parliament of Canada developed an Information Management (IM) Strategic Blueprint. This Blueprint is the third in a series of three core strategic alignment and coordination tools. These include:
The House of Commons Blueprint for Renewal – people and their interactions to achieve HoC objectives and mandate;
The Business and Information Technology Blueprint – technological solutions; and The IM Strategic Blueprint – information holdings and information services.
The speed of change in the technology industry is tremendous and as technology, under all its forms, becomes an ever more integral part of the House of Commons’ business environment, the need to leverage existing infrastructure and extend technological capabilities has never been greater.
During the past 10 years, the World Wide Web has emerged from its obscure origins in the academic community to become part of everyday life for every employee and client of the House of Commons. Because it uses a ubiquitous piece of software, the browser, and a universally accessible infrastructure, the Internet, the Web has provided a ready-made platform that serves as the foundation for tremendous innovation in technologies, services, and government-based business models. Once this process got underway, it became self-reinforcing: An increasing user population attracts new content and services to the Web, while the increasing benefits to be gained from Web access in turn attract new users.
Interoperability and portability of applications have taken on new momentum as the trend toward more diverse types of client devices and toward thinner clients has gone hand-in-hand with renewed interest in platform-independent software via technologies such as XML and in browser-centric computing. The focus of interoperability, however, has been shifting from the platform level – being able to transfer files and exchange e-mail between systems – to the application level. The entire industry is pursuing the goal of distributed object computing – the ability to have one application invoke services from another application on a different platform in a standardized way. The House of Commons has realized the importance of interoperability and portability as it continues to implement a series of significant enterprise systems.
Continuing on the topic of enterprise computing, the emphasis today is on information management – the ability to capture and reuse the collective experience and insight of the MPs, their staff and employees of the House of Commons, including the use of search and filtering tools to extract information more efficiently. Decision support applications and the House of Commons’ ERP suite, PeopleSoft, have also become a major focus of its enterprise computing strategy.
Perhaps the most significant development over the last few years has been the convergence of computing and telecommunications technologies in the form of mobile devices. The ability to deploy computing power in a wide range of mobile devices that go far beyond the desktop and server has had a tremendous impact on the House of Commons’ infrastructure requirements. From the use of powerful digital signal processors for the next generation of wireless communications to navigation systems that get their location from orbiting satellites, the combination of computing power and communications capability in mobile and intelligent devices will rapidly become ubiquitous.
In 2000 the House of Commons updated its 1998 version of the Business and Technology Strategy that outlined the strategic business and technology directions for the coming two to three years. It was composed of three separate volumes: The IT Business Plan, The Information Technology Strategy and the Migration Plan.
In order to continue on a successful path and keep abreast of evolving technologies, it is recognized that the targets of the House of Common’s plans must be assessed against the results of its delivery in order for the business to further refine its service delivery capabilities.
With the advent of new technologies from the House of Commons’ major partners and the direction to design and implement new enterprise broadcasting, security and legislative systems built around an upgraded technology infrastructure, there is an opportunity to align the House technology architecture around an expanded enterprise model. Through this process there is an opportunity to drive the technology strategy to an expanded level of detail. This is the outcome of the environment's readiness and the strategic impacts of technology directions from partners such as Microsoft.
The enterprise projects that have been incorporated into the development of the Blueprint are described below.
The Desktop 2000 project examines the technology requirements to support three layers of the House of Common’s architecture: Desktop, Server/BackOffice, and Network. The process includes requirements analysis, upgrading of components and introduction of the new functionality of Windows 2000 and beyond.
PRISM is the renewal of the technology infrastructure, operational business environment and the service delivery framework supporting Members of Parliament in their Chamber and Committee work. PRISM, through the replacement and integration of 9 major Publications and Procedural Services environments, will build a reliable, flexible, and integrated infrastructure on which to meet future requirements.
The ISS is a single proprietary system that will integrate security measures for the Parliamentary Precinct. The project will take advantage of the 15 to 20 year Precinct renovation plan to upgrade and integrate the various security components in place.
The purpose of the Multimedia project is to align with and work towards enabling the Multimedia Vision for Parliament through the implementation of a series of projects and pilots such as a new Chamber and committee room infrastructure, a digital asset management system, and Web broadcasting of parliamentary proceedings, etc. These projects will apply multimedia technology to create an environment that will allow Parliamentarians to sustain their work, provide the tools to better interact with the process of Parliament, and improve their access to the citizenry and information, today and into the future.
Pasliamentary Precinct IT Program: The Parliamentary Precint Information Technology program (PPITP) is part of the Long Term renovation of the Parliamentary Precinct by renewing the existing network environment to meet the current and future needs of Parliament. By addressing the three concepts of convergence, capabilities and consistency, a campus-wide reliable IT infrastructure and technology network environment are being developed to facilitate shared solutions across the Senate, House of Commons, Library of Parliament, and Public Works and Government Services Canada.
The House of Common Target Technology Architecture, the underlying foundation or basic framework for information, comprises business, application, information, and infrastructure architectures, which work together as illustrated in the following model, (see Figure 1).
The Business Architecture models the rules and structures of the House of Commons’ business functions that determine how the House conducts its daily business.
The Applications Architecture defines the major applications needed to manage the information that supports the business functions. It shows how employees get their information by defining access, security, usage and reuse, and interoperability between applications.
The Information Architecture defines the information critical to House of Commons operations. Information must be classified and organized according to the business rules and in a manner that optimally promotes efficiency throughout the House.
The Infrastructure Architecture identifies the IT infrastructure required to achieve all that has been established and defined in the layers above it. This architecture defines the technical environment needed to enable the applications to manage the information that, in turn, supports the business functions.
Figure 1: Target Technology Architecture
Today all enterprise projects that were incorporated into the development of the Blueprint and are duewithin for the first 3 years are completed and in use. For the pupose of this paper, although all enterprise projects are interrelated and the success of each dependeds on the other, we will speak only about the PRISM project as it is more pertinent to this subject.
PRISM renewed the technology infrastructure, operational business environment and the service delivery framework supporting the activities (e.g. record keeping and publishing) related to the Chamber and committee lines of business. The project established a reliable, flexible, and integrated foundation, built in compliance with House and industry standards, from which the future service delivery and functionality requirements of Members of Parliament and the Institution can be met.
PRISM’s unique approach to information management in a multilingual, politically sensitive environment has generated a considerable degree of interest from many Commonwealth parliaments.
PRISM is the only known enterprise-wide system capable of managing the parliamentary processes end-to-end
With XML as the backbone, PRISM was founded on three basic principles:
Data integrity and consistency;
Retention of historical records of events; and
Transition of the business from a document centric organisation to a knowledge management organisation.
Introducing XML to the organisation presents many benefits but also a variety of challenges. Moving people from a word processing environment to a structured XML fragment based authoring environment proved to be an extremely delicate and complex task.
PRISM is using XML in all its facets including but not limited to the following:
XML as an E-business enabler to allow the Parliament and its partner to author, manage, publish and exchange parliamentary content; such as bills.
XML as a means to separate the presentation aspect of the content from the semantic aspect of the content.
XML as a messaging mechanism between disconnected application components.
XML as a vendor independent archival format.
XML as a searching, filtering and re-purposing tool.
Many of the challenges met by PRISM are related to the lack of a formal and shared IM vision and have reinforced the need and have a concrete separate IM strategic blue print. Adopting XML or any related or similar technology requires a great deal of IM knowledge and maturity by the business and the IT service delivery teams.
The need for a corporate-wide IM Strategy was identified in many project and priorities including the House of Commons Blueprint for Renewal. The Business and Information Technology Blueprint, has included key IM components that have effectively guided the evolution of IM/IT initiatives at the HoC. In 1996, a datamanagement renewal initiative resulted in the reduction of data duplication, greater data integration (IRMS: 1999-present, PRISM: 2001-present) and in the successful implementation of the HoC Data Warehousing System (single, integrated and shared source of core Member of Parliament information: 1997-present; and human, material and financial resource management information: 1999-present). In 1997, following a pilot project, a renewal initiative in document management resulted in the HoC records management approach and system (Foremost application and subject classification system) and in an Executive Correspondence Tracking approach and system (Signature application). In 1999, the HoC IM Policy further propelled the HoC on the road to better management of information by clearly stating that everybody is accountable for good IM. This includes users who create information, managers who implement and monitor IM best practices, as well as senior managers who must ensure that the IM Policy is implemented and maintained.
Today, continued improvement to the overall management of various types of information is achieved through the ongoing delivery of IM-related initiatives such as the HoC Data Warehousing initiative; and the PRISM project.
It is generally recognized that information is at the heart of most products and services that the House of Commons has been mandated to produce and deliver. Due to the increased use of electronic information in the HoC’s operations and partner networks, the perception of the value of information has shifted. What was once viewed as a byproduct of Information Technology (IT) systems is now viewed as a corporate asset enabling the enterprise to fulfill its mandate today and in the future, while building on experience and lessons learned.
This perception shift has redefined the House’s IM/IT portfolio management practices. In the past, the technological infrastructure components (e.g., personal computers and servers) and the applications (e.g., electronic messaging and the Integrated Resource Management System (IRMS)) were considered the critical components of the portfolio, while the information holdings and their management were seen as servicing the applications. How people interact with information holdings was not perceived as part of the portfolio. Today, we think of an IM/IT portfolio as a series of well-integrated technological infrastructure components and applications that serve as the storage and transportation vehicle at the basis of information services (e.g., Procedural Services information services or Corporate Services information services). Consequently, the management of the technological infrastructure components and applications of the IM/IT portfolio is now seen as servicing the information services ongoing delivery. These information services are designed for and used by complex networks of people who must interact via the creation/update of information holdings to achieve their business objectives and the HoC mandate. Ongoing orchestration of the HoC IM/IT portfolio components (technological solutions, information services and holdings, people and their interactions) will result in the more effective management of information at the House of Commons.
What is IM at the HoC? IM is defined as the discipline that guides the effective management of the life cycle of information holdings and information services. IM ensures that corporate information is well managed and preserved in order to ensure business continuity, increase the efficiency of service delivery and reduce operating risks.
The IM Strategic Blueprint is a core strategic alignment and coordination tool. From the outset in October 2001, the IM Strategic Blueprint has been developed by building on existing well-proven HoC governance, planning and IM practices, the IM Policy and the lessons learned while delivering successful IM-related initiatives since the House of Commons has made significant and ongoing progress in IM. With this solid foundation as a starting point, research was conducted using relevant material from the Treasury Board Secretariat, the National Archives and industry experts. Consultations were held with the HoC Administration and partners during six workshops across all service areas.
The IM Strategic Blueprint distinguishes between data, information and knowledge. It identifies the House’s IM mission, definition and guiding principles; describes the IM Framework governing HoC information management and the delivery of information services. It also presents IM corporate strategies.
The implementation of the IM Strategic Blueprint will give current and future Members of Parliament and the House Administration easier access to increasingly integrated information services, within a well-managed information environment.
A core component of the IM Strategic Blueprint is the IM Framework, which is a library of agreed-upon visions, guidelines, standards, methodologies, IM best practices and IM corporate strategies. It is organized into five value-added IM bestpractice areas, in order to help the House of Commons more effectively manage information on a day-to-day basis.
These IM best practice areas are as follows:
The IM governance best practice area defines a governance framework that ensures that all activities in support of the management of information holdings and services, be governed for years to come. This requires a strong governance framework.
The IM governance framework described in this report is based on the framework for the governance of the Administration of the HoC approved in October 2001, which describes the principles of accountability, teamwork, peer consultation and participation, regardless of hierarchy. The IM governance framework is consistent with the principles therein.
The framework distinguishes between day-to-day IM governance and projectrelated IM governance. The Blueprint proposes that all corporate and client-driven projects include the IM perspective, be governed in alignment with the framework for the governance of the Administration of the HoC, and be planned in accordance with the HoC Planning Framework.
With respect to day-to-day governance, the Blueprint states that the HoC service areas must establish an IM function and work in partnership with ISD to develop, maintain and implement corporate IM policies, guidelines and strategies; the IM Strategic Blueprint and IM best practices.
The Information Services and Information Holdings Life Cycle Management best-practice area will ensure that the process of creating, using and eventually disposing of information is planned and managed according to guidelines that are well understood and established.
The Information Services Architecture and Interoperability best-practice area will ensure that information is integrated, organized, and secure for users. It will also facilitate a “self-service” approach to accessing information.
The Information Sensitivity Management best-practice area will ensure the implementation of adequate safeguards throughout the organization, in order to protect sensitive information and to ensure that the HoC is not at risk.
The IM Support best-practice area will ensure that the human resources network responsible and accountable for supporting IM programs and initiatives (the HoC IM Governance and Support Model) is in place, so the Blueprint is implemented, kept up to date and revised whenever necessary. It will also ensure that, across the HoC and partnering organization, IM knowledge and expertise is leveraged, that the global IM perspective is understood, and that support services such as IM education are provided to clients, in order to assist them in the delivery of IM-related initiatives and projects.
The concepts described briefly above and addressed in greater detail in the Blueprint are intended to ensure effective information management at the HoC. Effective information management is the foundation upon which future initiatives such as a corporate archiving strategy and the “single window” for access to information (termed “My Workspace Portal” in the Blueprint) can be built. The degree of success of these initiatives is directly proportional to the degree of success we collectively have in establishing a strong IM function at HoC.
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