United States
Environmental Protection
Agency
Information Services
and Library
Washington DC 20460
EPA/IMSD-85-003
November 1985
&EPA Bibliographic Series
Information Resources
Management
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BIBLIOGRAPHY ON
INFORMATION RESOURCES MANAGEMENT
November 1985
Headquarters Library Staff
Information Management and Services Division
U.S. Environmental Protection Agency
401 M Street, S.W. PM-211A
Washington, D.C. 20460
(202) 382-5922
U.S. Environmental Protection Agency
Region V, Library
230 South Dearborn Street ' •
Illinois 60604
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U,S, JE^^onmerrtal Protection Agency
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TABLE OF CONTENTS
Introduction i
I. Background and Concepts 1
II. IRM Planning 15
III. Future of IRM 27
TV. Selected Case Studies: The IRM Experience 35
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INTRODUCTION
This bibliography was prepared for the use of the Information Resources
Management (IRM) Steering Committee by Brigid Rapp, Head Librarian. It is
an educational tool for managers and staff and provides information on key
concepts and status of IRM activities. The bibliography includes literature
citations from 1980 (when the Paperwork Reduction Act was passed) to the
present. It documents the controversy over the definition of IRM. It also
traces the development of IRM from the previous concepts of office automation
and management information systems to the current user-oriented state of
the art. A survey of expert opinion on future developments of IRM is
included, as are case studies of IRM as implemented in various organizations.
The bibliography is organized by the following four categories:
(I) background and concepts; (II) IRM planning; (III) future of IRM; and
(IV) selected case studies: the IRM experience. The citations include
books, journal articles, reports and conference papers. Within the four
topics, the citations are organized in alphabetical order by first author's
last name, or if there is no author, by title.
A comprehensive literature search using pertinent online databases was
performed to compile this bibliography. From the search, citations were
selected for their relevance to EPA's information resouces management
program. However, there is a great deal more literature available on all
aspects of IRM; for exanple, data element dictionaries or telecommunications.
An EPA librarian can assist in identifying other titles for further research.
Whenever possible, a descriptive abstract is included with the citation.
The source of the citation and abstract is noted by an alphabetic code
enclosed in parentheses at the end of the entry. Those symbols represent
the source of the abstract. The key to those symbols follows:
(AB) ABI Infonn
Data Courier, Inc.
620 South Fifth Street
Louisville, Kentucky 40202
(CD) Computer Database
Management Contents
P.O. Box 3014
2265 Carlson Drive
Northbrook, Illinois 60062
(El) Ei Engineering Meetings
Engineering Information, INC.
345 East 47th Street
New York, New York 10017
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(ERIC) Educational Resources Information Center
ERIC Processing and Reference Facility
4833 Rugby Avenue, Suite 303
Bethesda, Maryland 20014
(ISA) Information Science Abstracts
IFI/Plenum
302 Swann Avenue
Alexandria, Virginia 22301
(INS) INSPEC (Information Services in Physics,
Electrotechnology, Computers and Control)
Institute of Electrical and Electronics Engineers
445 Hoes Lane
Piscataway, New Jersey 08854
(MC) Management Contents
P.O. Box 3014
2265 Carlson Drive
Northbrook, Illinois 60062
(NTIS) National Technical Information Service
U.S. Department of Commerce
5285 Port Royal Road
Springfield, Virginia 22161
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I. BACKGROUND AND CONCEPTS
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I. BACKGROUND AND CONCEPTS
GAO's Views of Information Resource0 Management
Anderson, William J.
ARMA Records Mgmt Qtrly vlGnl PP: 31-34 Jan 1982
The Paperwork Reduction Act of 1980 established information resources
management (IRM) principles. The General Accounting Office (GAD) was an
early supporter of this public law. Information resources management is
seen by GAD In its purest form as the management of data and information in
a manner that encourages and promotes the achievement of agency and program
goals and objectives. The key elements of the Paperwork Act are: 1. the
establishment of a strong central management structure in the Office of
Management and Budget, 2. departments and agencies implementing their
charter of responsibilities, and 3. an assessment of the opportunities for
applying information technology to reduce expenses and improve program
operations and delivery of services to the public. The GAD considers the
Paperwork Act to be landmark legislation and will continue to be
extensively involved in assessing for Congress the progress toward
implementing the act. (ABI)
The Law of the Data Jungle.
Appleton, D.S.
Datamation Vol.29, No.10, Oct. 1983, P. 225-226+. 3 Pages.
As users proliferate, the chances for information pollution increase.
Information Resources Management (IRM) planning can help. Over the past
thirty years, the world has spent an estimated $400 billion building
databases and end-user applications. Many lines of code are added daily.
IRM's objectives are to manage, store, give access to, and provide the
ability to manipulate and communicate data. The first problem of data
management is to establish a consensus structure for data. The second
problem is to figure out what to name the elements of that structure. Data
integration's primary problem is to provide the ability to add to the
consensus data structure. Data ownership can be categorized as private,
shared, and common. In the beginning, all data are private. The best of the
data is shared. The oest of shared is common. A diagram shows the IRM
objective relating to data processing and end-user responsibilities. A
second diagram shows the three-schemata architecture of data and a third
shows the role of the conceptual schema. (CD)
Information Resources Management (IRM): A Revolution in Progress
Becker, Louise Giovane
Bulletin of ASIS v6n6 PP: 26-27 Aug 1980
Although lacking a concise or universal definition, the concept of
information resources management (IRM) has become a basis for planning more
responsive and coordinated information-management organizational
structures, in both government and the private sector. Congress has long
shown an interest in the management of information as it related to federal
government. Other interested organizations have also attempted to improve
IRM. The Paperwork Reduction Act of 1980 provides a framework for federal
information-management policies that are compatible with the IRM concept.
However, the Act could force realignment of current IRM structures, which
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could result in flexibility in developing agencies structures and encourage
experimentation with various arrangements. Since the IRM concept is still
developing, there is a special need to study the implications of
concentrating information-management responsibilities, and the appropriate
type of leadership required by such changes, in organizational structures.
(AB)
Tailor Specific Data To Specific Needs: New Thrust of Information
Management
Brinberg, H.R.
Management Rev.,70,8-11,Dec. 1981
Over the years, the focus of information management has been on
technology—how to get more output per unit or per' dollar of investment.
Now content, not quantity, is more important; delivering information to fit
the user's need is the prime objective. (ISA)
Expert Answers 4 Key IRM Questions
Diprimio, A.
Bank Syst. and Equip. (USA) Vol.21, No.3 74-6 March 1984
Information Resource Management (IRM) is emerging as a new approach to
information management to overcome information problems and
dissatisfaction. Four key questions arise: how does it work? What is the
role of the IRM officer? What is the relationship of IRM to Strategic
planning? How can a bank overcome resistance to implementing IRM? IRM is a
new approach that centralizes control of information systems management in
an Administrator. He or she analyzes, selects, acquires and uses
information sources and resources to develop information systems that
support administrative planning and decision-making. IRM provides a
framework for coping with problems inherent in developing and managing
information systems. The IRM approach also includes setting bank policy
dealing with all aspects of information generation, collection, processing,
storage, retrieval, dissemination and resources allocated to these
activities. An IRM officer, must be someone with experience) and talent at
analyzing information problems, designing information systems and networks,
interviewing information users (including senior executives) and
interacting comfortably and effectively at all management levels. The IRM
officer can take the goals set forth in the business plan and design an
information system to provide the information needed to track progress on
the objectives. (INS)
Software Scene: IRM and DSS: Useful Concepts or Buzzwords?
Frank, W.
Asian Computer Monthly No.69, July 1983, P. 46.
New catchwords have arisen to describe data processing operations. After
MIS, has come Information Resource Management, or IRM and decision support
systems or DSS. MIS was created as a way to make computer systems a tool of
management. DSS is characterized by user-friendly computer systems,
facilitation of decision-making, and increased productivity of
decision-making. DSS emphasizes planning, data interaction, and data
management systems. IRS is characterized by two completely different
definitions for information resource management. The emphasis now is on
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making the data to be extracted fit the requirements of management, which
can be described as a decision support system. (CD)
GSA Establishes Office of Information Resources Management.
Anon
Records Management Quarterly Vol.17, No.2, April 1983, P. 48.
The General Services Administration has established an Office of
Information Resources Management. This office performs the functions
previously performed by several other agencies. Frank J. Carr has been
named Assistant Administrator. (CD)
Government Roundtable on Paperwork Reduction-Part 2
Anonymous
Information & Records Mgmt v!6nl PP: 28-32,49-50 Jan 1982
As part of a roundtable discussion on paperwork reduction held during the
US Government Micrographics Conference and Exposition, government
administrators and micrographics professionals addressed: 1. enacting
legislation to develop a management framework for the huge information
handling and paperwork problems of the government, 2. managing human and
financial resources more efficiently, 3. utilizing a total approach that is
information-oriented, 4. developing timely training programs for key
managers, and 5. keeping abreast of new technology, concepts, and products.
A representative sample of comments includes: 1. It is anticipated that the
government will spend over $500 million on word processing by 1985, but
there is little evidence that personnel has been curtailed or even reviewed
as a result of new equipment acquired. 2. Government agencies have at their
disposal training workshops for improved records management, but it is
difficult to find individuals willing to serve as workshop directors. 3.
Clear and understandable texts on information resources management are
needed, and legislation can provide a mandate for action on the federal
paperwork burden. 4. Problems are inherent in enforcing microfilm standards
in federal agencies, the situation in Virginia being a case in point. (ABI)
IRM Revisited
Guimaraes, Tor
Datamation v31n5 PP: 130-134 Mar 1, 1985
Many management information systems (MIS) managers are uncertain as to
the meaning of information resource management (IRM), according to a recent
study by the Weatherhead School of Management at Case Western Reserve
University. Through interviews with MIS managers from 41 different firms,
the study found that most companies really have not implemented IRM. The
school eventually selected for closer study 6 organizations that had
implemented IRM according to the school's criteria. The chief information
officers at these firms experienced such problems as a general lack of
understanding of the company's current computing resources. There appear to
be 2 reasons why IRM has not been more widely adopted: 1. resistance of
senior management, and 2. lack of knowledge on the part of MIS managers.
Things MIS managers should plan to do soon include: 1. View data
administration as the cornerstone for IRM implementation. 2. Delegate
technical tasks and the operational management of the MIS department to
immediate subordinates. (ABI)
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IRM Professionals Can Win Manager'?. Rc=cognition-Port 1
Haase, William F.
Jrnl of Systems Mgmt v32n5 PP; 19-23 May 1981 CODEN: JSYMA9 ISSN:
Information resources management (IRM) tends to be perceived as a service
function and thus taken for granted, but it should be able to take its
place beside the other ''staples'' of an organization-manpower, money,
machines, and material. IRM can facilitate such areas of the organizational
operation as: 1. special data correlations to pinpoint problems, patterns,
and trends, 2. development of hierarchical information structures, 3.
computer graphics, and 4. data base searches. Unfortunately, IRM
professionals seldom are part of the management cadre. In order to
facilitate corrective action Eor this situation, this analysis: 1.
describes a method whereby IRM professionals can broaden their perspective
so they become multidimensional rather than one-dimensional, 2. provides a
more realistic basis for IRM professionals to perceive how managers work,
and how they use data to make decisions, and 3. provides insights into
self-and-system-centered influence and power., The manager/IRM professional
relationship must be improved; awareness by each of the functions of the
other is a good beginning. (ABI)
IRM: The Invisible Revolution
Horton, Forest, Jr.
Computer/rorld v!6n33 PP: In Depth 1-8 Aug 16, 1982 CODEN: CMPWAB ISSN:
While a conclusive definition of information resources management (IRM)
has yet to be reached, there is more agreement that information is a
resource that requires management. In a report to the president in 1977,
the Commission on Federal Paperwork indicated that government must treat
information not as a free good but as a costly asset requiring management.
IRM currently is in a temporary realignment period while companies consider
what information assets exist and how to manage them in a complete life
cycle context. The reasons companies regard information as their most
valuable asset include the importaice of accurate, timely, and complete
information to the success or failure of a project. Managers need to
understand how information differs from and is similar to other resources.
Any organizational realignments resulting from a decision to manage
information as a resource need to be evolutionary in design. Potential IRM
managers include librarians and statisticians. At. present, the schools
offering strong information management curricula are those for library and
information sciences rather than business schools. (ABI)
Management of Information Resources Management Studies
Horton, Forest Woody, Jr. (Commission on Federal Paperwork, DC)
American Society for Information Science. Management of Information
Systems. Proceedings. 7th Mid-Year Meeting of Asis. May 21-24, 1978. Rice
University, Houstin, Texas. (1978.) TX Chapter, Asis. 9 p., Beginning
Microfiche 7, Row 2, Column 2, 1 Illus. 0 Ref.
This paper deals with one specific class of information system, namely
the system which manages the organization's information resources. It
employs the "newer" notion of information resources management (IRM) and
def Lnes IRM system in terms of the major classes of information it would
embrace (data, document and literature holdings in an organization); the
kinds of product input data flows (inside and outside sources); the kinds
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of products and services the IRM system would generate; users of the
products and services (different levels of management, technical, other
professional and clerical/analytical>; and finally the uses to which the
products and services would be put. (ISA)
The Paperwork Reduction Act of 1980-Reality at Last
Horton, Forest Woody, Jr.
Information & Records Mgmt v!5n4 PP: 10-11,52-53 Apr 1981 CODEN: INRMBV
President Carter signed the Paperwork Reduction Act of 1980 (P.L.96-511)
on December 11, 1980. The result may be the most significant management
reform since the Hoover Commissi. o almost 50 years ago. The Act was
developed from a study by the Paperwork Commission. The major thrust of the
Commission's findings was that, government does not view information as a
valuable asset; as a result it does not deal with information as it does
with other resources. While the Commission did not advocate reducing needed
information, it did point out the great redundancy of information collected
and the amount of unnecessary data collected. The Commission proposed to
manage information in an orderly and systematic fashion using Information
Resources Management. Although some agencies opposed the Act, many agencies
are already implementing it. The Act atte-ots to minimize costs and
paperwork burdens, and integrate information gathering policies and
practices. (ABI)
Implementing the Paperwork Reduction Act: Some Progress, but Many
Problems Remain
General Accounting Office, Washington, DC. General Government Div.
Report No.: GAO/GGD-83-35; B180224
20 Apr 83 71p
Languages: English
The Paperwork Reduction Act of 1980 included objectives of reducing
paperwork burdens on the public, minimizing Federal information costs, and
achieving savings and improved service delivery through better management
of modern information technology. The Office of Management and Budget was
charged with these Government-wide responsibilities. OMB has reported
substantial reductions in paperwork burdens. Limited progress has been
made, however, in other information resources management areas such as
improving the acquisition and use of information technology, overseeing the
Federal statistical system, and developing uniform information policies.
(NTIS)
Improving Government Information Resources Management
Office of Management and Budget, Washington, DC.
Mar 82 121p
The report highlights Federal agency efforts to improve Federal
information resources management under the new authority granted by 'The
Paperwork Reduction Act of 1980," P.L. 96-511. The first section of the
report, 'Information Resources Management in the Executive Branch -
Strategy and Approach,1 outlines the general approach to addressing these
needs, and describes actions taken to date. It also explains the two basic
tenets of the management strategy, those being that (1) information
resources management should entail the management of the total information
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life eye it. from col lection to ui- .-^".'- nation, and \2) inf ormation is an
tjconomic resource and should be ^naged as other economic resources are
managed. The bulk of the report, describes the agency information resources
management reviews that OMB will be monitoring and evaluating during the
first year of the three year review cycle (called for in 44 U.S.C. 3513).
The 26 agencies included in this report ;vere selected because they are
heavily involved in information related activities (including information
collect,.on? use and dissemination), arid/or they spend a significant portion
of their budget on automatic data processing (ADP) or telecommunications
activities or equipment. (OTIS)
Improving Government Information Resources Management. A SStatus Report.
110 pp.,Mar 1983,Off ice of Management and Budget,Washington, DC,Pub. No:
PB83-191973
In March 1982, the Office of Management and Budget issued a document*
That publication highlighted efforts of 26 federal agencies to improve the
management of their information resources under the authority of the
Paperwork Reduction Act of 1980, public law 96-511. This is a follow-up to
that publication. It presents a status report on the 66 projects included
in last year's publication. In preparation for this progress report, the
agencies were asked informally to supply information on their efforts to
improve the efficiency and effectiveness of their use of information
resources affected by these projects. The report contains an analysis
highlighting the results of the completed projects in terras of improving
the management of programs, service delivery, and government productivity;
and reducing government costs and public reporting burden. The major
portion of this report is comprised of the reports on the individual agency
projects describing the current status of the projects. Finally, possible
future activities for improving the management of federal information
resources are suggested. (NTIS)
Information Resources Management.
Jackson, C.
Air Force Comptroller, Vol.15, No.3, July 1981,P. 20-21.
The Paperwork Reduction Act of 1980 is examined. The act became
effective April, 1981. It changes the concept of information from a free
good to a management resource to be managed as any other resource.
Highlights of the law are presented. \MC)
John Diebold Talks About Information Management
Anonymous
Computer-world v!6n49 PP: In Depth 2-28 Dec 6, 1982
John Diebold, of the Diebold Group Inc., was one of the first proponents
of information resource management 'IRM). His views on the status of IRM
today are expressed in an in-depth interview. A study conducted by his firm
in 1977 showed that 84% of the top firms surveyed had no overall
information policy; today, he believes, most senior managements are still
unaware of the existence of IRM. A representative sampling of his comments
includes: 1. It is of utmost importance to develop a corporate information
policy to help achieve the mission of the individual enterprise. 2. There
is no effective bridge between the people who direct the enterprise and
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those who understand information technology. 3. A hopeful trend, though, is
the shift in the role of the management information system (MIS) manager
toward being more of a corporate policymaker. 4. A major challenge is to
retrain MIS professionals so they can view themselves and their role in a
different light. 5. The systems analyst and the MIS department will move
more into a consultative role, helping users define and solve their
problems. (ABI)
IRM Seen Cure for Unwieldy Management
Kirchner, Jake
Conputerworld v!4n44 PP: 16 Oct 27, 1980
Louise Becker, an information sciences analyst with the Library of
Congress's Congressional Research Service, suggested to a National Bureau
of Standards (NBS) symposium that information resources management (IRM)
might help Federal agencies and private companies achieve more effective
and democratic exchanges in information. IRM generally involves a
management structure which coordinates authority over the functions of
policy management budget, procurement and technical services, bringing
responsibility together for: 1. developing information objectives, 2.
developing and planning for reporting requirements, 3. establishing and
managing information policy, 4. allocating resources and support, and 5.
planning for information requirements. Before adopting an IRM system, an
organization must clearly define its goals and understand its objectives to
prevent the concentration of too much power in the IRM office. (ABI)
The Dawn of IRM
Kull, David
Computer Decisions v!4nlO PP: 94-108,188 Oct 1982
Information resource management (IRM) is a struggling new concept which
premises important applications for its data processing (DP) and management
information predecessors. At Computer Decisions 1982 roundtable discussion,
panelists agreed that a special blend of technical and managerial expertise
is required of an information resource manager. A sample of the comments
regarding IRM includes: 1. Vince Sloan, manager of corporate information
systems planning operations at General Electric, defines IRM as
consideration of data and system resources as capital assets. 2. Panelists
agree that although IRM and management information system (MIS) are
similar, it is necessary for IRM to be more than a good MIS. 3. According
to Donald Marchand, director of the Institute of Information Management,
Technology and Policy, University of South Carolina, the cost of
information often leads organizations to develop an IRM system. 4. Richard
Mezger, executive vice-president of Research and Planning Inc. (Cambridge,
Massachusetts), says IRM belongs in all companies, regardless of size,
Mezger considers the First National Bank of Boston's program as
illustrative of a successful IRM program. (ABI)
Information Resource Management
Martin, A.
SRI Internat., Menlo Park, CA, USA
Sponsor: AFIPS
OAC'83 Conference Digest. The Fourth Annual Office Automation Conference
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131-2 1983
21-23 Feb. 1983 Philadelphia, PA, U-3A
AFIPS Press, Arlington, VA, USA
291 pp.
Summary form only given. Presents the concept and theory of information
resource management, the role of the information resource manager, and the
benefits of establishing TRM. IRM is discussed from a vendor perspective
and an alternative to the data dictionary implementation is described. A
user describes the end user services available through the information
center, yet another tool and technique possible through their support of
IRM. (INS)
Do Not Let IRM Become Another Buzzword
Mehra, Besant K.
Infosystems v28n!2 PP: 58-59 Dec 1981
Rather than emphasizing the management of information as a resource,
information resource management (IRM) should be viewed as the management of
resources required to provide information. Success of IRM concepts is
dependent on executive management and the information systems executive.
Key user groups' managers should participate in the! implementation of IRM
concepts. All organizations will benefit from the coordination of the often
fragmented information processing and handling environment, and treating
IRM like a management function subjects IRM to the same management
techniques and scrutiny as other functions. In implementing IRM, some
guidelines include: 1. stating overall objectives of IRM and how they
relate to corporate goals, 2. providing a new organizational structure and
responsibilities of key personnel, and 3. designing a mechanism for
identification and implementation of new requirements, including user
feedback. Those charged with implementing IRM concepts will have to be
user-oriented professional business managers rather than just technically
oriented data processors. (ABI)
Evolution fron Data Processing to Information Resource Management
(Student essay)
Plusch, S. P.
Army War Coll., Carlisle Barracks, PA.
16 May 84 33p
With the tremendous growth in the capability, complexity, pervasiveness,
and cost of information systems in recent years, corporate America has
realized that information is a vital corporate asset (resource) and must be
managed as such. Congress has mandated that Federal agencies improve their
ability to manage information through the Brooks Act of 1965 and the
Paperwork Reduction Act of 1980 (also sponsored by Congressman Brooks). The
process of gaining control of an organization's information has been called
information Resource Management (IRM). This paper is a survey of the
essential elements of IRM focusing on methods that are used to develop an
Information Systems Architecture (ISA). This is particularly timely since
HQDA recently completed a Information System's Planning (ISP) exercise, and
created a new Deputy Chief of Staff for Information Management (DCSIM). A
summary of the important findings of this study are presented. The late
Bernard Shaw once wrote, To be in Hell is to drift, to be in Heaven is to
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sheer. This paper attempts to survey the course for planning the near and
long-term information needs of large organizations including the U.S. Army.
(NTIS)
The Feds Discover IRM
Schatz, Willie
Datamation v27n6 PP: 71-75 Jun 1981
The federal government has embraced the concept of information resources
management (IRM) due to the constraints imposed by the Paperwork Reduction
Act of 1980. The Act established IRM as a mandatory government management
concept and set up the Office of Information and Regulatory Affairs within
the Office of Management & Budget as the focal point of information
management policy/oversight. A recent survey by The Diebold Group indicates
that the use of information resources has become a specific business tool
for every area of corporate operations, but that management information
systems (MIS) departments spend less than 1% of their budgets in education
and training in the IRM area. The main problem that IRM faces is its
intangibility, and big business may tend to view it as a drain on corporate
resources. The fact that IRM has reached government level indicates that
the concept is pervasive in today's business climate. (ABI)
Information Resource Management an Introduction for Managers
(Final rept.)
Smith, Shirley J.
Army Aviation Research and Development Command, St. Louis, MO.
Report No.: USAAVRADCOM-TR-81-F-l
Aug 80 75p
Information Resource Management (IRM) is bringing changes — perhaps even
forcing changes — within large organizations, whether business, industry,
or government. The phrase and the concept reflect the growing awareness
that information is a resource of an organization — just as are its
personnel, finances, inventory, and physical plant. It is in fact, a
resource which is essential to the decision-making process. An important
component of this new era of information management is the evolving
technology of computer software and hardware dedicated to database
management. Sophisticated software packages (Data Base Management Systems)
have been available for several years. Their best use requires a high level
of analytical expertise of a kind which is not often found within the
typical data processing department. This report serves as an introduction
to IRM for managers. It presents the results of a long research study of
the published literature which describes the experiences and
recommendations of managers, database systems analysts, consultants, and
academicians. (NTIS)
Information Systems Management
Spinelli, J.J.
Vitron Management Consulting Inc., New York, NY, USA
Wilson, C.B. (Editors)
Sponsor: NBS
Proceedings of the Computer Performance Evaluation Users Group (CPEUG)
18th Meeting (NBS-SP-500-95) 5-9 1982
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25-28 Oct. 1982 Washington, DC, USA
Publ: NB3, Washington, DC, USA
Information is the direct 'product' of the total organization business
system. Information is a function of the totality of all organizational
resources. TRM is the function that represents the business system
encompassed by the organization's own existence that is used to product and
disseminate the information resource. (INS)
The IRM Showdown
Stonpoash, J. C.
Infosystems v28nlO PP: 42-48 Oct 1981
The traditional resources of a business are peoples, machines, money, and
markets. Each of these has value, each has costs, each has qualities, and
each has design alternatives. Information is no different. Just as
management has realized the value of creating functional specialists for
personnel, finance, engineering, and marketing, it. also is realizing the
value of creating an information resources management (IRM) function to
assist the manager in managing information. IRM is a response to the
increasingly complex business environment of today, where an external
stimulus demands a faster, more accurate, more targeted response than ever
before. IRM has to earn its place in the organization through being useful.
For the IRM professional, that means to do today what can be done with
existing tools. (ABI)
Information Resources - Are We Overlooking This Major Asset?
Van Steyn, Donald G.
Today's Executive v6nl PP: PW5-PW8 Winter/Spring 1983
The concept of information resources management places value on
information and insists that it be viewed as a corporate resource and be
appropriately managed. Many companies do not manage information as a whole,
resulting in the inefficient performance. One successful approach to
evaluate a company's information resources is to bring in consultants to
assist in a study and in the implementation of the study's results. Another
approach is to form a committee consisting of those in company presently
supervising various aspects of the information resources. The committee
makes a study and creates an overall plan and recommendations, with or
without the use of consultants. Recommended steps for the successful
management of information resources are: 1. Assign a senior manager or form
a committee. 2. Have either of these examine the present setup. 3. Identify
the areas where significant dollars are being spent. 4. Determine how well
these areas are being serviced by the information resources. 5. Determine
the present investment in information resources and in the resources'
management. 6. Determine the number of microcomputers purchased and their
usage. 7. Analyze the data to form a rational business judgment. 8. If
necessary, assign an information resource executive to lead the
restructuring effort. (ABI)
The Information Cycle
Venkatakrishnan, V.
Datamation v29n9 PP: 175-180 Sep 1983
The information management business seems to be in a state of tumult.
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Even in this dynamic environment, though, certain things remain constant.
These include: 1. application backlogs, 2. a substantial maintenance
effort, 3. slow response, 4. a shortage of professional programmers, and 5.
end-user frustrations with long development times. Information resource
management (IRM) is the discipline of comprehensively managing a company's
information. It has 5 distinct, but interdependent parts: 1. human
resources, 2. planning, 3. data, 4. applications, and 5. networks. The
success of IRM is directly related to the degree of synergy among these
functions. Top management involvement and commitment must exist. There must
be a long-range plan which is clearly understood and followed, and a mutual
trust between user management and information system management. (ABI)
The Elusive Data Administration Function
Welson, J.-L.
Dept. of Comput. Applications and Inf. Syst., New York Univ., NY, USA
J. Inf. Syst. Manage. (USA) Vol.1, No.3 70-5 Summer 1984
For more than a decade, the function of data administration (DA)-also
known as data base administration (DBA) and information resource management
(IRM)-has been with us in one form or another. As the confusion regarding
the appropriate name indicates, no clear, acceptable definition for this
function has emerged. This article attempts to give a strict definition of
the data administration function. (INS)
Concept of Corporate Information Resource Management Catches On
Wilson, A. H.
Computing Canada (Canada) vllnll PP: Software Report 8-9 May 30, 1985
The purpose of an Information Resource Management (IRM) group is to learn
about all the data in an organization and ensure that it is shared wherever
possible. IRM is a formal approach to data design and management, and the
IRM group must: 1. show developers and end-users how to properly utilize
the corporation's data, and 2. provide a central data service when
appropriate. Logical designs should be developed in an evolutionary manner;
one system or subsystem should be developed at a time and then incorporated
into the total scheme. If the physical data design deviates from the
logical design, the reasons for such deviation should be documented by the
IRM group, so that separate database records can be merged if warranted in
the future. The entire organization, particularly novices of 4th-generation
end-user tools, can benefit from the knowledge of a successful IRM group.
(ABI)
The IRM Perspective
Wood, Charles C.
Conputerworld vlVnl? PP: In Depth 11-17 Apr 25, 1983
Information resource management (IRM) is a perspective and an approach
often associated with specific implementation tools and techniques.
Underlying IRM is the recognition that information is an important
organizational resource that can be handled efficiently and effectively
with traditional resource management tools and techniques. It presents the
theory that traditional resource management techniques, such as
inventorying, cost accounting, and budgeting, can be applied to information
itself, it also posits that automated tools can be successfully applied to
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organization-wide information. Past approaches have focused on managing
resources that go into providing information. IRM concentrates on managing
information as an organizational resource. IRM is a synthesis of several
approaches that have shown themselves useful in managing information. It
combines general management, computer systems management, library science,
and policymaking and planning approaches. It is the next step in the
evolution of information management theory, not a panacea or a fully
developed approach. (ABI)
IRM Regards Data as Major Corporate Resource.
Wood, C.C.
SRI International, Menlo Park, CA
Information Systems News June 13, 1983, P. 50.
The major distinction between past approaches and information resource
management (IRM) is that the former have concentrate*:! on management of the
resources that go into providing information, such as people and computers,
and the latter concentrates on management of information as a resource. IRM
is a quasi-centralized approach that retains centralized authority and
control only for those matters that need to be centralized and distributes
the balance. A data dictionary is the tool that to date has been applied
effectively to IRM. (CD)
Survey: What's in a Name?
Yasin, R.
MIS Week Vol.4, No.15, April 13, 1983, P. 33.
McCormick and Paget Inc. recently conducted a survey to determine the
names corporations use to describe the information systems function in
their company. Thirty-three percent of the companies responding to the
survey use MIS to describe this function, while only three percent use IRM
(Information Resource Management). Some companies concerned with changing
the traditional image of the DP department now use the terms information
services and information systems to describe this function. A table showing
the percentage of companies in various industries using each of these terms
is included. (CD)
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II. IRM PLANNING
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II. IBM PLANNING
Managing Information: The Solution Will Come in Time
Carey, John F., Jr.
Office v95nl PP: 95-96 Jan 1982
Information resources management (IRM) has been receiving increased
attention, and if information technology and processes are to succeed,
certain resource management fundamentals must be observed to govern their
management. The Paperwork Reduction Act of 1980 cites 3 basic objectives of
IRM: 1. maximizing value and benefits from the use of information in
achieving organizational goals, 2. minimizing the cost of all phases of
gaining and using information, and 3. establishing accountability,
including evaluation criteria, for the efficient use of information.
Although managers in both the public and private sectors are becoming aware
that information is a valuable resource, the information resource and its
handling have been much abused. When information is known to have utility
and value, it must be made available to share, and IRM is the key to
achieving this goal. Entities at both the federal level and in the private
sector must examine and decide on both the use and costs of information in
order to manage it more effectively. Techniques such as variance analysis
would be helpful in assisting management in making decisions about
information expenditures as IRM programs are put into operation. (ABI)
Information Resource Management - A Costing Perspective
Carroll, Diane
Information Mgmt v!7nlO PP: 24-26 Oct 1983
Information resource management (IRM) is a management approach whereby
information is managed like other resouces, such as money and people, are
managed. Within a government agency, resource management entails, among
other things, estimating costs for future requirements, accounting for
costs incurred in the past for resource acquisition, and budgeting for the
resource. There are many interim steps that must be taken before government
agencies can actually budget for information. The value of information is
really its worth or usefulness to the users of the information. The reason
for estimating the cost of future information is to provide managers with a
total dollar amount that represents the information resource cost. The
documentation that shows how a cost estimate is reached is as important as
the dollar amount actually derived. The estimation of information cost is
based on determining the costs of such resources as personnel, equipment,
and supplies, which are used to acquire, develop, and produce information.
(ABI)
Diebold: MIS/IRM Function Weak on Skilled Resources.
Anon
Systems & Software Vol.3, No.9, Sept. 1984, P. 85.
A study by the Diebold Group concluded that management information
systems (MIS) and information resource management (IRM) do not adequately
fulfill current business needs. Closer cooperation with the end user is
needed. More emphasis should be placed on planning for the future and less
on hardware. (CD)
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Planning For The Changing Information Technology
Ericson, B.
T. Tagel and Co., Stockholm, Sweden
Convention Informatique 1981. The Me,rms of Computerisation 141-8 Vol.a
1981
21-25 Sept. 1981 Paris, France
Puhl: Convention Informatique, Paris, France
2 Vol. (496+402) pp.
(19 Refs)
Information has become one of the most important resources of an
enterprise. The information systems determine to a large extent the success
or failure of a business. However, the rapid change in the information
technology has made it difficult to plan the use of this technology in
today's corporations. This paper outlines a framework for overall planning
of information resources and their use. The planning process is treated as
part of the overall information resources management, Planning is
necessary, especially in a period of rapid technological development. The
planning process must be a continuous process and should lead to greater
flexibility in the corporation's information systems. A holistic view is
proposed and the whole corporation should be treated as a system. The plans
must be created through cooperation between the various personnel
categories and build upon existing systems and resources. (INS)
Planning for IRM
Friedlander, Betty J.
Jrnl of Systems Mgmt v36n6 PP: 16-19 Jun 1985
Deficiency in the information resource management. (IRM) area can cause
such problems as poor data quality and difficulty in accessing data. Seven
major components of IRM are: 1. management and control structure, 2.
computer technology structure, 3. communication technology structure, 4.
data acquisition structure, 5. data application structure, 6. logical data
structure, and 7. data transform structure. For successful IRM, management
methodology, control, and style must reflect a data-driven philosophy.
Selecting a successful approach to IRM requires an understanding of one's
own environment. The methodology employed must ensure that the IRM plan is
fully aligned with the organization's future goals. After assessing the
environment, it will be possible to identify a strategic position that
defines the degree of IRM maturation that is most complementary to the
enterprise. The next step is to put into place the strategic plan by which
the maturation process itself will be managed. This plan should identify:
1. the projects to be undertaken, 2. data standards, and 3. the degree of
maturation to be achieved over a period of time. (ABI)
Significant Changes in Data-Driven Philosophy
Friedlander, Betty J.
Office vlOlnl PP: 156 Jan 1985
Database technologies have been developed independently of each other.
Out of need to balance the various technologies and keep them working
cohesively was born the concept of information resource management (IRM).
Symptoms of deficiencies in the IRM area include uncontrolled data
redundancy, inadequate data security, and inability to manage the growth of
computer usage. To avoid these problems, management methodology, control,
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and style must reflect a ''data-driven'1 philosophy. ''Date-driven'' means
such things as having a common logical data structure and corresponding
data dictionary for the enterprise. In a data-driven environment, 2 changes
are common: 1. creating a function that defines and manages the firm's
logical data structure and data transformation standards, and 2. having the
user work hand in hand with the data administration function. There are no
short cuts to adequate IRM planning. (ABI)
The Changing Picture of Federal Office Systems
Gularson, Charles; Smith, Cheryl
Computer-world v!8n47 PP: In Depth 11-18 Nov 19, 1984
Federal government office systems program directors have found that
federal government systems are undergoing such widespread changes as: 1.
larger systems purchases, 2. more single-vendor microcomputer buys, 3. more
systems integrator-type procurements, 4. greater integration of micros, and
5. increasing incorporation of office systems organizations into
information resource management departments. Internal networking is in the
early stages in government offices, and private branch exchanges (PBX) and
broadband networks are being pilot-tested more frequently. Integration is
still a problem since most agencies use many vendors. More than 90% of all
federal agencies implemented electronic mail and spreadsheet applications
in 1984. However, there has been little applications development in the
area of graphics, and few agencies have comprehensive systems that merge
text and graphics. Information resource management (IRM) departments are
becoming increasingly responsible for office systems, and the nature of the
IRM department is changing in response. (ABI)
Federal IRM-Seeking a Path Through the Paperwork Jungle
Head, Robert V.
Infosystems v28n4 PP: 54-60 Apr 1981
Something is wrong with federal government information systems
management, and in viev of the size and complexity of federal information
systems, improvements must be made before malfunctioning error prone and
paperwork-heavy systems result in a formidable managerial disaster. Warning
signs and danger signals include: 1. complaints about delays and
inaccuracies, 2. the inability to protect rights of individuals from
intrusive practices of federal agencies, and 3. obsolescence of equipment,
systems, and personnel. In some areas, the federal government should
emulate the information management practices of the private sector where
problems have not manifested themselves to the same alarming degree.
However, this solution is not a panacea, for significant differences exist
between government and private sector data systems, and computational
problems within federal agencies exist today that would tax even the
largest information processors. The Paperwork Reduction Act of 1980 is a
primary step in the right direction, and private industry will benefit from
the government's experience in proving out in practice the tenets of
information and records management. (ABI)
IRM and Reality.
Head, R.V.
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New York Times (National Edition.: Vol.13, No.l,- Jan./Feb. 1984, P.
11-12,,
The Information Resources Management. (TRM) concept views information as
an organizational asset and studies information processes and flows within
an organization. The Paperwork Reduction Act of 1980 is credited with
having introduced the concept into federal government, although the phrase
does not actually appear in the Act. Although IRM may be an interesting way
of viewing organizations and information, managers would be better advised
to concentrate on understanding changing computer technology. (CD)
Whose Critical Success Factors?
Horton, Forest Woody, Jr.
Information Mgmt v!8n7 PP: 26,29 Jul 1984
There are 2 highly touted approaches to linking corporate strategic
planning to information needs assessment, to which information managers are
being increasingly exposed: 1. Business Systems Planning (ElSP), developed
by IBM, and 2. Critical Success Factors (CSF), developed by Massachusetts
Institute of Technology's Sloan School. Although both approaches are very
useful, the techniques should not be stretched to do more than they were
designed to do. The BSP/CSF doctrine calls for carefully soliciting the
inputs of the middle and lower levels of managers. However,, at some point
toward the middle level when the needs of top management meet the bottom's
needs, the need to shoehorn the 2 arises. Information managers must avoid
this course. Employing modern Information Resources Management, managers
should, instead, understand that their job calls for helping employees help
themselves. (ABI)
Tie IRM to Business Strategy to Gain Management Approval
Hyman, Joan Prevete
Bank Systems & Equipment v21n7 PP;, 67-69 Jul 1984
To sell the information resource management (IRM) concept to senior
management, it must be tied to the firm's business strategy. Selling IRM
may be impossible unless management understands and appreciates what it can
do for the organization. Effective IRM programs can give banks and thrifts
an advantage over the competition. According to Donald Marchand of the
University of South Carolina, IRM should be a top-down strategy; as such,
it is an issue that the bank president cannot ignore. Impetus for IRM may
well carte frcm an operations officer who becomes dissatisfied with the
current processing system and suggests IRM to top management. According to
James Marpe of Arthur Andersen & Co., winning management over to IRM
requires clear demonstration of its widespread benefits. The case for IRM
must be presented by someone who has a good rapport with management, says
Anthony DiPrimio of the Federal Reserve Bank of Philadelphia
(Pennsylvania). (ABI)
IRM Provides a New Challenge for Today's DP Manager
Anonymous
Data Mgmt v21nl PP: 17-19 Jan 1983
With information resource management (IRM), the hardest concept to grasp
is the management process itself. The data processing (DP) manager must be
prepared to serve as an ''information professional,1' to fuse other areas
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of the organization into a cohesive, synergistic information system. The
professional must determine the information needed to meet the
organization's objectives. The major hurdle is to get upper-management to
view information as a resource that can and should be managed. In order to
be successful as an information professional, the DP manager must: 1. be
able to function equally with organizational bureaucrats, 2. get a wide
exposure to information availability, and 3. replace the service outlook
with a managerial outlook. DP managers must become self-centered rather
than system-centered. IRM is still a new concept and very few companies use
it. However, the professional should realize that there are organizations
that cannot effectively use IRM concepts. (ABI)
Information Management: Central v/;at ion vs. Decentralization
Anonymous
Information & Records Mgmt v!6n3 PP: 22-25,54 Mar 1982
A group of information management experts, assembled by IRM Magazine, met
recently in Chicago, to discuss fundamental questions about management and
control of information. In most corripames today, the control of information
is divided among a number of persons, such as the data processing (DP)
manager and the micrographics manager. Then.- is ~« need to centralize
information control under a single company , ffic^r, Security of information
requires not only restriction of access, but it also requires upper level
management to access DP data bases directly rather than through a
secretary. Automated information systems will be used first by companies,
such as banks, which regard information as an integral part of their
business rather than a side product. The information manager in a company
needs to be able to integrate all the separate organizational entities and
solve business problems, as well as understand the technologies involved in
any automated system. Such managers need a more general education than that
provided to specialists such as programmers.
Information Resources Management Plan
Federal Aviation Administration, Washington, DC. Office of Management
Systems.
Aug 83 208p
Country of Publication: United States
This Plan documents the Federal Aviation Administration's long-term plan
for applying systems analysis and automated data processing technology to
its information needs. \s a long-range Plan, it provides a sound basis for
both the Executive and Legislative Branches to properly appraise funding
needs. It retains the flexibility needed to accommodate future technology
as it becomes applicable to individual subsystems and it becomes evident
that the new technology with improve our return on investment. The Plan
begins institutionalizing a process of regular and comprehens 1 •. *
assessments of FAA's information posture and needs. This Plan is 'cue
framework for the development, operation, and management of agency
information resources and for the regular review of performance as well as
resource and priority decisions. The FAA will follow through on this
planning effort with the detailed requirements documentation, system
specifications, cost benefit analyses, and the other actions sound system
management requires. (OTIS)
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Information Resource Management Requires Data Analysis
Kubicki, Mary H.
ARMA Records Mgmt Qtrly v!9nl PP: 10-14 Jan 1985
Information Resource Management (IRT4} involves managing information to
ensure that it is accurate and available throughout the organization.
Before information management can be achieved, the corporation must know
the extent of the information it owns. An inventory of information will
place Lhe information in one of 3 categories: 1. operational information,
2. tactical information, or 3. strategic information, A Business/Enterprise
Model has been developed that identifies and defines the organization's
business functions and the categories of information required to perform
those functions. Once the model is completed, a detailed information
analysis should be conducted on each of the functions of the business.
Another activity in the search for information is data analysis at the
operational level of the organization. The project team performing the
inventory should become familiar with all business activities before
conducting interviews on information use. (ABI)
Commit or Hold Off? The Short- vs. Long-Tenn Tug of: War
Martin, Alexia
Administrative Mgmt v43n9 PP: 24-25,75 Sep 1982
Office automation involves the use of computers and communications
technology to furnish both information and information-handling services
directly to office employees. In order to automate effectively,
administrators should first take time out for strategy development and
long-range planning, which, in turn, will channel short-term
implementations within a long-term view of what is good for business. An
office automation direction statement can help in the planning efforts.
Information Resource Management (IRM) means the use of resource management
devices and methods to treat information as a company-wide resource. Making
the information and technology available where needed in a cost-effective
manner, through policymaking and coordination, is IRM's goal. The most
significant IRM tool is the data dictionary, which can be used for
organizing, storing, and manipulating attributes of information that are
shared among organizational groups and activities. (ABI)
IRM: How Will Top Management React?
Matlin, Gerald L.
Infosystems v27nlO PP: 40-48 Oct 1980
IRM, information resource management, must be Looked at in the total
picture of pay off and profits for the organization. Effective utilization
of resources will lead to increased profits. Information must be looked at
as a resource the same as personnel, facilities, and inventory. The cost of
gathering information in such a manner as to present it as a resource is a
major factor in developing a valuable IRM. Proper information management
will lead to more effective cost control management, and a new resource
which could add to the overall profit picture. In developing an IRM
program, the developer must be conscious of the difficult learning process
within the organization. Cost versus benefits of information management
must also be closely analyzed. Pilot projects must be developed to show the
use of the system within the organization. It must also be shown how
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effective management of information can be used in further development of
the organization. (ABI)
Important Issues in Information Resource Management
Norland, D.V.
Strategic Planning, NCR Corp., Dayton, OH, USA
Sponsor: AFIPS
OAC'83 Conference Digest. The Fourth Annual Office Automation Conference
133-8 1983
21-23 Feb. 1983 Philadelphia, PA, USA
Publ: AFIPS Press, Arlington, VA, USA
291 pp. ISBN 0 88283 038 4
In his poem, 'The Hollow Men1, T.S. Elliott noted, 'between the idea and
the reality...falls the shadow.1 n»is paper provides some insight into
several shadows surrounding the implementation of IRM. The objective is to
identify and to delimit the central issues-technical, social, and
political-so that those who seek to apply IRM theories may better
understand the problems they will face. (INS)
Information Resources Management: Management Focus on the Value of
Information and Information Work
Otten, Klaus W.
Jrnl of Information & Image Mgmt v!7n8 PP: 9-14 Aug 1984
Capital and labor have been joined by information resources as the 3rd
productive factor in business. The unique characteristics of managing
information involve integration of information tools into the work process
and assistance to top management in implementing information-oriented
management approaches. The introduction of information resource management
generally follows 6 important steps: 1. assessment of information resources
and information work, 2. communication pattern analysis, 3. coordination of
interdependent activities and technologies, 4. budgeting as a control
mechanism, 5. infrastructure changes to motivate managers and coworkers
toward information literacy, and 6. strategic planning for predictable
changes in the operating environment. Information resources management is a
transitory function because of a changing inventory of information
resources (including technological changes) and a changing information
envi ronme nt. (ABI)
Management of Information Resources (Part One)
Petersohn, Henry
Information & Records Mgmt v!5n8 PP: 24-25,54 Aug 1981
Information Resources Management (IRM) problems can arise in defining
information, managing the component information handling functions, and
evaluating the benefits and costs of information acquisition and use.
Understanding what organizations are involved in information processing is
a major step toward managing information resources. However, in the haste
of proposing a solution, the scope and nature of information resources are
often overlooked. There are 3 different perspectives that can be used to
better understand the concepts of information organization. These are: 1.
information functions related to flow, 2. information functions related to
process, and 3. information functions related to organization. There are 2
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major or-j-uzational entities th..;l urucess data: 1. Bul< processing is
provider by data processing. 2. iVord processing is used in the office
environment. (ABI)
Management of Information Resources: Basic Concepts and Principles of
Organization (Part 2)
Petersohn, Henry
Information & Records Mgmt v!5n9 PP: 65/77 Sep 1981
Too often, information resource management (TRM) is left almost entirely
to the discretion of individual operating managers. However, IRM is too
vital and too complex to be handled without clear, concise directions. Part
of the management philosophy regarding IRM should address who will carry
out its functions, as well as how it can be used to the overall benefit of
the organization. Although data processing, printing, and publications
groups are the most obvious functional groups involved in information
processing, specific criteria can be used to identify and label a specific
group in its information function. A coordinated approach can minimize the
total costs and delays in subsequent information processing steps. The
number and strength of the existing interfaces among IRM functions is
indicative of the effectiveness of such coordination. Five interfaces are:
1. regular management level meetings, 2. meetings by staff members of
different information processing functions, 3. formal working arrangements
between information processing functions, 4. physical transfer of data
between functions, and 5. the existence of a formal IRM function. (ABI)
Management of Information Resources (Part 3)
Petersohn, Henry
Information & Records Mgmt vlSnlO PP: 22-23,56 Oct 1981
There are 5 steps to information resources management (IRM): 1.
establishing a management philosophy on what constitutes useful
information, 2. identifying all functional groups now involved in
information processing, 3. determr ling existing interfaces between these
groups, 4. preparing a set of cooi ':..sated objectives for each functional
group in order to eliminate duplication overlap and failure to pass
information, and 5. measuring corrective directions to assure
cost-effective performance of each functional group, A previous study
addressed steps 1-3, and this segment covers the final 2. The operations, of
one functional information processing group should support the effective
operation of other related functional groups in a cost effective manner.
Cost effective performance has 3 aspects: 1. defining specific performance
objectives, 2. establishing costs of meeting them, and 3. determining cost
effectiveness by comparing benefits of meeting objectives to costs
incurred. Specific performance objectives must include: 1» period of time
allowed for production of information, 2. form of the information, 3.
latest data of data included, and 4. total guantity of data included in the
information product. (ABI)
GSA Turns Consultant (Information Resource Management)
Roeder, W.A.; Bennett, S.A.
Gov. Data Syst. (USA) Vol.14, No.2 32-3 Feb. 1985
The Paperwork Reduction Act has forced federal managers to assume a new
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role-a role of managing information as a resource. In conjunction with this
new emphasis, the General Services Administration (GSA) initiated several
programs specifically designed to help managers manage information. One of
these involves information resources managenent (IRM) planning. GSA
recognized the need for IRM planning assistance anc5 established the federal
IRM planning support program (FPSP). The FPSP offers a full range of
planning support services to assist agencies with their information
resource needs. The FPSP has provided assistance to a number of civilian
and defense agencies, including the Federal Aviation Administration (FAA).
The success that FAA has gained from its planning efforts was not
accomplished without several problems along the way. However, the strong
support of the administrator and the commitment of the IRM managers have
significantly contributed to the increasingly successful, management of
information and its related resources within FAA. (IMP)
Information Resource Management. Opportunities and Strategies for the
1980s. A Wiley-Interscience Publication
Synnott, W.R.; Gruber, W.H.
356 pp.,1981,Wiley,New York
User Involvement Strategies for IRM Profe--si>r.,l;.
Synnott, William R.; Gruber, William H.
Data Mgmt v21nl PP: 34-35,38-39 Jan 1983
The trend in the 1980s is toward information resource management (IRM)
and users must become involved with this information management (IM). Users
must be prepared and this may be accomplished by pointing out the
improvements and benefits provided by IM. User involvement usually means
greater success, so it is important for users to become involved in these
phases of development: 1. planning, 2. project, team organization, 3.
systems development, and 4. post review. An IRM spectrum can range from
users having no control ever data to users being given complete control. An
alternative to these 2 methods of control is the product manager approach
to IM. In this method, the product manager is given computing resources, an
analyst/programmer team, and other tools necessary to support the users'
resource needs. Various options are available with the use of a product
manager, from all resources being dedicated to sharing all resources,
including the product manager. This method provides an interface between
the user and IM, along with future expansion capabilities. (ABI)
Using Technology to Harness Information
Anonymous
Modern Office & Data Mgmt (Australia) v20n8 PP: 20-21 Sep 1981
Robert Landau, an international authority on office technology, recently
expounded new theories under the title of Information Resource Managem; t
(IRM). IRM involves making information available: 1. to those who need .,
2. when and where it is needed, 3. in the form it is needed, and 4. at d
reasonable cost. IRM may be viewed as a design to increase program
effectiveness of an organization through the integrated management of the
resources devoted to handling information used for decision-making. Landau
outlines techniques for information systems evaluation: 1. systems
analysis, 2. operations techniques, 3. benefit-cost analyb'.o, 4.
planning-programming-budgeting, 5. value analysis/engineering, 6.
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management audit, and 7. evaluation. The objectives of IRM are to manage
the information life cycle, assign organizational responsibilities, assist
in locating information, control redundant requirements, resolve
information conflicts, and establish information cost accountability.
Implementation of an IRM program requires management and technical actions.
IRM has many benefits. (ABI)
What Management Should Know About IRM
Ziehe, Theodore W.
Conputerworld v!4n42 PP: In Depth/9-14 Oct 13, 1980
Organizations have enormously expanded their capacity for processing
data. Information resource management (IRM) can help a firm move from
processing data to producing information. Management must acknowledge that
information is a resource and that business is the process that converts
this resource into assets. IRM is primarily concerned with what to put into
a computer and how to relate the data placed in that repository. The plan
for an IRM begins with a statement of information requirements. Firms move
into IRM through evolutionary changes in commitments to data processing
(DP). Planning determines the changes required; specifications define
conposition and capacity of the DP facility required; and software is the
avenue for effecting many of the needed changes. A data base management
system (DBMS) provides many of the requirements for the IRM undertaking. At
the functional level, the DBMS and microprocessors have filled the void
into which management information services (MIS) have fallen, so that the
MIS can now operate successfully. The essence of IRM is a reorientation to
organizational planning and data management. (ABI)
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III. FUTURE OF IRM
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III. FUTURE OF IRM
The Issues.
Block, V.
Communication Age Vol.2, No.l, Jan. 1985, P. 13.
According to Francis A. McDonough, the deputy assistant administrator of
the Office of Information Resources Management, General Services
Administration, the federal telecommunications policy has developed several
trends. Such trends will change the way the government procures voice and
data cccnmunications equipment. Eighty percent of the government's voice
conmunications is intra-agency. (CD)
Information As a Resource. Occasional Paper no» 2.
Cleveland, Harlan
Global Perspectives in Education, Inc., New York, N.Y.
[Jun 1983 lip.; From Harlan Cleveland, "Information as a Resource," The
Futurist, volume 16, number 6, December 1982.
This paper examines the characteristics of information as a resource and
the implications of so regarding information. Information is defined as the
sum total of all facts and ideas availdole to be known by somebody at a
given moment in time, while knowledge results from selecting and organizing
facts and ideas into what will be useful to somebody. Wisdom is integrated
knowledge which crosses disciplinary barriers to weave into an integrated
whole something that becomes more than the sum of its parts. The
"informatisation" of society can be seen in the growth of information jobs
both nationally and internationally. Information is coming to be regarded
as a resource. As such, it has the following characteristics: it is
expandable; compressible; substitutable (able to replace capital, labor, or
physical materials); transportable; diffusive (tends to leak); and
shareable. The information resource is different in kind from other
resources. Treating information as a resource has enormous implications for
human life; it raises questions in political economy, economics, law,
accounting, and education. The information revolution will also cause a
reorganization of power and authority, with more openness as a
technological imperative in a democracy. (ESR) (ER)
The Fallacy of Information Resource Management
Connell, John J.
Infosystems v28n5(Part 1) PP: 78,82,84 May 1981
According to the Information Resource Management (IRM) Theory,
information must be managed just like people or finances. However, data
processing is in a state of transition, and information processing
professionals must help chart the field's future direction to meet trie
needs of business. They should not let it grow unchecked into a
bureaucratic empire and then have to take drastic measures to restructure
it. While information is crucial, it cannot be managed. It is not a typical
resource, like money, its worth is subjective. IRM shifts emphasis from
managing information processing to trying to manage the actual information.
Instead, the emphasis should be placed on managing the resources involved
in information processing and communicating information. The management of
the total office should be the target of management. Office management
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should hold down escalating costs oy improving che productivity and
effectiveness of management, rather than of clerks. (ABI)
IRM vs., the Office of the Future
Connell, John J.
Jrnl of Systems Mgmt v32n5 PP: 6-10 May 1981
Two important concepts are emerging in the world of office technology.
Information Resource Management (IRM) concerns information per se as a
corporate asset which must be managed: its characteristics must be defined
and % strategy set in motion to protect it. The advent of integrated
telecommunications networks is a significant development fostering IRM;
individual technologies must be subordinated to these networks. The Office
of the Future concept leads to major changes in the office itself. This
concept must be pursued as a means of increasing productivity. It requires
significant planning and has behavioral implications, since people resist
changes that involve interfacing with new technologies. Thus far, industry
has not responded very well either to IRM or to the Office of the Future.
Management must acknowledge that most acceptance problems are
people-oriented and that sophisticated planning for both IRM and office
automation is required. A task force should be set up in the office to
study and assess new technologies and their behavioral effects. (ABI)
The Information Age: Can We Come to Grips with It?
Darst, Steven V.
Office v97nl PP: 186,191 Jan 1983
There was only a 4% increase in office productivity in the decade from
1967-1977, as compared to an 83% increase in productivity for factory
workers. Office productivity improvement can be achieved by integrating
technologies. Voice is used more frequently by information workers than any
other information form. It is now possible to combine verbal communications
with other forms of digital data such as graphics, computer data banks, and
micrographics. Private automatic branch exchanges (PABX) provide
versatility and flexibility becaust they are software controlled. A
universal and efficient communications device in the future will be the
multifunctional workstation. It is vital to understand the importance of
information and treat it as a corporate asset. This necessity has led to
wider acceptance of the concept of information resource management (IRM).
The Information Age Still in Its Early Stages.
Diebold, J.
Diebold Group , New York, NY
Information Systems News No.125, Oct. 1, 1984, P. 86.
The past thirty years have seen the rapid growth and evolution of
computer technology, which is the basis for industries which now drive our
economy. The first stage of this evolution involved the introduction of ADP
(Automatic Data Processing) machines in the 1950s and early 1960s. The
introduction of third-generation computers, which could serve a wide
variety of data processing functions, led to the concept of MIS (Management
Information Services). Continuing advances in computer and communications
technology led to the need for users to develop the concept of IRM
(Information Resources Management), which was first put forward in 1976.
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The 1990s will see an even greater proliferation of computers and
information utilities. A new concept, knowledge management, will be
required to cope with the availability of limitless information. (CD)
New Directions in Information Resources Management: Issues in the
Implementation of New Technologies.
Diener, Carol Wasserman; Semsarzadeh, Gholam Ali
Aspen Systems Corp, Rockville, MD, USA
1984: Challenges to an Information Society, Proceedings of the 47th ASIS
Annual Meeting. Philadelphia, PA, USA Oct 21-25 1984
Sponsor: ASIS, Washington, DC, USA
Source: Proceedings of the ASIS Annual Meeting 47th v 21 1984. Publ for
ASIS by Knowledge Industry Pub1 Inc, White Plains, NY, USA p 38-41 1984
The design and implementation ol an electronic information resources
management system in an organization whose existing systems are largely
paper-based raise a number of key issues t.hat affect organization policy as
well as procedures. Using the International Monetary Fund as a case study,
some of these issues are identified and alternative approaches are
considered. Emphasis is placed on identification and analysis of the issues
rather than on their resolution. (El)
IRM: Putting Theory to Work
Fosdick, Howard
Infosystems v32n8 PP: 33-34 Aug 1985
Information resource management (IRM) promotes the direct, active
management of corporate data to make the data work for the company. IRM
focuses on corporate productivity and uses applied and integrated
technologies to attain company goals. However, IRM is still an
unestablished approach facing several obstacles. Few organizations have
implemented fully integrated information management systems based on the
mix of technologies IRM proposes, and few companies have an information
resource manager or chief information officer. IRM must broaden its support
to include all areas of the corporate information function and must
neutralize issues pertaining to individual power or status. While IRM needs
to develop a method of quantification, this will not be as important as
successful IRM experiences. IRM must not oversell itself by promising more
than can be reasonably done. To perpetuate itself, IRM will require
individuals familiar with at least one baseline technology and who possess
good administrative and political skills. (ABI)
Information Resource Management: A Brief Overview
Francella, Kevin
Data Mgmt v21nl PP: 15-16 Jan 1983
Information resource management (IRM) regards information as a resource,
just as people, machinery, materials, and money are regarded as resources.
IRM is defined as management's ability to obtain accurate information in a
timely manner at the lowest cost. IRM encompasses: 1. computer and
telecommunications technology, 2. software applications, 3. traditional
management technology, and 4. the people to develop and use Lhnm.
Information was first viewed from an economic viewpoint by Adrian M.
McDonough, a professor at the University of Pennsylvania, in 1963. Today,
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there is .^till controversy over the i i.-r.e of informat :-.n beiug considered a
resource. As the US becomes an in I urination society,, information is being
considered as a tangible asset, ...*i managers and executives are not
accustomed to this classif icatior. ."..'•> '' information professional'' will
emerge who is trained in advanci-n Laformation-handling technology. Same
companies will learn to manage the-.v information, while others never will.
References. (ABI)
Strategies and Tools in Transition
Marr-Mnd, Donald A.
Business & Economic Review v29n5 PPs 4-8 Jun 1983
Much confusion exists today over the appropriate role and scope of the
information management function in business organizations. Over the past 40
years, information management has gone through several evolutionary stages.
The first stage, the physical control of information, occurred in the late
1800s to the late 1950s. At this time, the information management function
was a lower level, support-oriented background activity. The management of
automated technology - 1960s and 1970s - was characterized by the separate
evolution and application of electronic data processing,
telecommunications, and office automation technologies. At this stage,
technical management activities were confined to middle-management levels.
During the 3rd and current stage - information resources rtanagement - the
strategic objectives of the information management function have shifted
away from the physical control of paperwork or technologies toward the
application of resource management techniques to information resources. The
4th stage is already beginning to emerge, although most organizations will
not move into this stage until the 1990s. This stage will focus primarily
on the content of information itself and how it is used and valued. Its
main objective will be to enhance the way executive personnel actually
develop and use information in analyt- al activities. References. (ABI)
Research-Oriented Perspective on Information Management
Trauth, Eileen
Jrnl of Systems Mgmt v35n7 PP; 12-17 Jul 1984
The information management domai'* is complex and involves a shift, in
perspectives and management pract L:es« The focus shifts from maintaining
technology that satisfies data requests to developing systems to provide
real answers to information needs (information resource management). New
and convergent technology facilitates this activity. Management must move
from an input- to an output-oriented approach. Thus, new considerations for
planning and control are necessary. Information resource management's (IRM)
primary concern is with the effectiveness and the value of information,
providing a basis for control. Because of the increased scope of
information activities, social and political forces mast be considered when
managing information as a vital resource. A successful management approach
would be based on a holistic perspective capable of integrating the
diversity of information technologies and activities within an
organization. Successful corporations will be those that manage information
as a major resource. References. (ABI)
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Present status and future development of information management (in
management information systems)
Winkelhage, F.; Eschenroder, G.
Gesellschaft fur Math, und Datenverarbeitung mbH, St. Augustin, Germany
Microprocess. & Microprogram. (Netherlands) vol.15, no.l 1-10 Jan. 1985
An attempt will be made to indicate the present problems of information
management in business organisations, followed by an approach to creating a
comprehensive information management system, centring around the concept of
information resource management (IRM). Finally, some account will be given
of the implications for business organisations and administrations. (INS)
IRP/IRM methodologies
Wood, M.R.
Helix Corp., Westlake Village, CA, USA
Frailey, D.J. (Editors)
AFIPS Conference Proceedings of the 1984 National Computer Conference
343-8 1984
9-12 July 1984 Las Vegas, NV, USA
Publ: AFIPS Press, Reston, VA, USA
Within the next 10 years, the social, psychological, behavioral, and
managerial disciplines necessary to develop and support information
resource planning (IRP) and its subsequent management (IRM) will be
integrated into most corporations. The assimilation, and therefore, impact
of these nontechnical disciplines will completely reshape the way
organizations evaluate, acquire, and use technologies available to them.
More specifically-although the EDP industry has traditionally been the
primary provider of information processing technologies-the most crucial
challenge facing EDP professionals today is to broaden their exclusively
technical focus to include the new disciplines and methodologies that
support organizational requirements as a whole. This paper focuses on
defining what information resource planning is, who should be involved in
the process, and the implied impact of IRP and IRM on organizations. (INS)
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IV. SELECTED CASE STUDIES: THE IRM EXPERIENCE
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IV. SELECTED CASE STUDIES; THE IRM EXPERIENCE
Proposed Management Control Requirements of the U.S. Coast Guard
Information Resources Management Architecture
(Master's thesis)
Ashforth, W. R.
Naval Postgraduate School, Monterey, CA.
Mar 84 72p
This thesis places the Information Resource Management Architecture of
the U.S. Coast Guard in the contagious growth stage of Nolan's model of
organizational computer growth. Control is the next stage predicted by the
model. The financial accounting basis of EDP chargeback and control systems
is examined as a precursor to developing five management control
requirements of the IRM architecture. These include (1) aggregate financial
accounting for information services, (2) an auditable user
access/authorization scheme, (3) a user-oriented chargeback system, (4)
pricing to establish an information marketplace, and (5) an information
decision tool to assist in user tradeoff decisions between information
services, Finally, an integrated system to satisfy these requirements at
the Coast Guard District Office level of the IRM architecture is described,
based on a Local Area Network system. (NTIS)
Word Bank Learns Value of Effective IRM Strategy.
Beeler, J.
Conputerworld Vol.19, No.6, Feb. 11, 1985, P. 31.
For the World Bank, the primary benefits of implementing its information
resource management (IRM) strategy is an improved understanding of the
strategic significance of information resources. It took a two-pronged
approach to formulating an organization wide strategy. It used IBM's
Business System Planning methodology to take a top-down view of its
operations while analyzing itself from a bottom-up perspective. (CD)
Debate over DDP Leads McAuto to IRM
Berlin, Dave
Computerworld v!6n8 PP: Special Report 42,46 Feb 22, 1982 CODEN: CMPWAB
The McDonnell-Douglas Automation Co. (McAuto) has traditionally provided
data processing support to other components of the company. With the
emergence of distributed data processing (DDP), McAuto found itself to be
not only the sole-source provider of centralized data processing but also
the approval agency for eill requests to distribute within the organization.
The centralized vs. DDP debate grew within the firm, and a corporatewide
study of the situation was undertaken. The result of the study was the
implementation of an information resource management (IRM) organization
which has reduced the political battles within the firm over DDP. Next, the
question of how McAuto could support DDP efforts was addressed. The 2
functions of DDP change planning and DDP daily planning were implemented.
Each has its own roles and responsibilities, and their presence defines the
role of McAuto in the DDP function. The objectives of this cooperative
central/distributed approach to management and administration of DDP sites
include: 1. implementing user and centralized IRM responsibilities with
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minimal duplication, 2. making maximum use of each DDP site, and 3. making
"i'pport personnel available 24 hours a day. (ABI)
Data Communications Information Resource Management and Naval Data
Automation Command
(Master's thesis)
Branson, J. L. ; Yee, T. H.
Naval Postgraduate School, Monterey, CA.
Sep 84 131p
Data communications, as in emerging technologies, poses managerial
i/robleniaj for the Navy. The problems involve keeping knowledgeable about new
technologies, evaluating their application, and controlling usage to ensure
compatibility with organizational strategic goals. An IRM framework is
utilized to examine the problems and to discuss the viewpoints of and
decision problems faced by the user, as a buyer, and central management, as
the provider of information based services. Alternative means of providing
the service include outside consultants, NAVTELCOM, NAVDAC/NARDACs or
expanding an individual activities staff. Each of these is a viable option
and each is analyzed. The authors recommend the formation of a steering
committee, comprised of representatives from NAVDAC and NAVTELCOM, to
provide strategic direction and policy and an organizational Technology
Team to provide targeted assistance as a significant step toward managing
the implantation of this emerging data communications technology. (Author)
(isrris)
Analysis of Information Resource Management within the Deputy Chief of
Staff for Plans, U.S. Army Military Personnel Center
(Master's thesis)
Broome, R. E.
Naval Postgraduate School, Monterey, CA.
Mar 85 88p
Organizations are becoming increasingly aware of the need for identifying
and controlling their information resources. The Paperwork Reduction Act of
1980 explicitly tasks federal agencies with establishing information policy
and mechanisms for implementing that policy. As a result, increasing
emphasis is being placed on information resource management (IRM). The
Deputy Chief of Staff for Plans, U.S. Army Military Personnel Center, has
expressed a critical need for improved information resource management. At
present, manpower projections developed through the use of manpower
modeling by DCS Plans, determine the Army's manpower policies for both the
officer and enlisted force. Not only does this shape the structure of the
force, but it has a major budgetary impact on the Army. This thesis will
model the current information resource management structure of DCS Plans
and propose a solution. (NTIS)
The Design of an Information Management Program for Headquarters,
Department of the Army. Study Synopsis
(Contract study, Oct 78-Feb 80)
Young (Arthur) and Co Washington DC
13 Feb 80 7p
The synopsis addressed the situations in which the Army staff has applied
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information management in various situations, how the Information Resource
Management (IRM), concept can be applied to the Army's situation, and
provides recommended organizational model for HQDA (overall) and its
functional staff agencies for managing information as a resource. (Author)
(NTIS)
The Design of an Information Management Program for Headquarters,
Department of the Army. Phase 2. Detailed Report
(Final rept. 1 Aug 79-26 Feb 80)
Young (Arthur) and Co Washington DC
26 Feb 80 216p
The basic question addressed in Phase 2 of the study is the development
of policies, detailed procedures, a proposed organizational design, and a
micro-level implementation milestone plan for implementation of the
distributed IRM program for management of automated information at
Headquarters, Department of the Army (HQDA). The study develops nine policy
concepts for information management. The functions of the eleven IRM
functional programs are completely developed. A methodology for costing
information is developed. An information system for internal management of
IRM, the Information Resource Information System is fully specified.
Organizational design to include designation of required personnel
resources by type are included for each distributed organizational element.
IRM program cost estimates are also included. The study recommends that the
IRM Resource Management Office which manages the overall programs be
established at the highest levels of HQDA in Office, Chief of Staff
directly reporting to Director of the Army Staff. Ten of the eleven IRM
functions are distributed to three major Army staff elements. (Author)
(NTIS)
The Design of an Information Management Progam for Headquarters,
Department of the Army. Phase 2. Management Summary
(Contract study, Aug 78-Feb 80)
Young (Arthur) and Co Washington DC
26 Feb 80 30p
The report summarizes the Phase 2 detailed report. Included are automated
information problems, principles of managing information as a resource,
benefits of IRM. Also contained are the study's 10 recommendations, IRM
program resource requirements, and proposed organizational models for
implementing the distributed IRM program at HQDA. (Author) (NTIS)
Management Principles to be Considered for Implementing a Data Base
Management System Aboard U.S. (United States) Naval Ships under the
Shipboard Non-Tactical ADP (Automated Data Processing) Program
(Master's thesis)
Dixon, Robert Harrison
Naval Postgraduate School, Monterey, CA.
Dec 82 87p
The increased administrative burden being placed upon the Fleet
increasingly affects ship performance and personnel morale and retention.
The Shipboard Non-tactical ADP Program (SNAP) is being instituted L<; order
to alleviate these burdens. However, the 'applications approach1 being used
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with SNTAi? is not sufficient to •<•<-. t both the functional and management
needs of the Fleet. The management :,'iiviroimerit necessary to satisfy both of
these needs are discussed. The cenU-1 theme is that of centralization and
standardization of data, its definition, and its control. Fundamental to
the above philosophy is the concept of Information Resource Management
(1RM,V. Automation of IRM should L-- :one via a Data. 'Base Management System
(DRMS). The critical tool required I.., craasfer IRM results to a DBMS is the
Data Dictionary System (DOS). Additionally, two crucial management
positions, the IRM manager and the Data Base Administrator (DBA), are
essential to the success of this data base approach. (Author) (NTIS)
IRM (Information Resources Management) Long Range Plan FY 1983-1987.
Volume 1: Executive Summary
(Final rept.)
Department of the Interior, Washington, DC.
Aug 82 13p
The plan lays out the roadmap and strategy for improving the Department's
information resources in support of the natural resources and other assets
management responsibilities of the Department. The plan is produced in
three volumes. Volume I is an Executive Summary. (NTIS)
IRM (Information Resources Management) Long-Range Plan FY 1983-1987.
Volume 2: Plan Overview and Environment
(Final rept)
Department of the Interior, Washington, DC.
Aug 82 126p
The plan lays out the roadmap and strategy for improving the Department's
information resources in support of the natural resources and other assets
management responsibilities of the Department. The plan is produced in
three volumes. Volume II describes me overall IRM goals and objectives,
the planning process, and the plannin_, environment. (NTIS)
IRM (Information Resources Manage/went) Long Range Plan FY 1983-1987.
Volume III: IRM Projects and Functional Plans
(Final rept)
Department of the Interior, Washington, DC.
Aug 82 316p
The plan lays out the roadmap and strategy for improving the Department's
information resources in support of the natural resources and other assets
management responsibilities of the Department. The plan is produced in
three volumes. Volume III also includes Bureau estimates of personnel and
dollar resources to carry out the selected projects during each of the five
years in the 1983-1987 planning period. (NTIS)
IRM (Information Resources Manage) Long Range Plan - FY 1983-1987
Department of the Interior, Washington, DC.
Aug 82 455p-in 3v
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IRM (Information Resources Management) Long-Range Plan, FY 1984-1988
(Update). Volume 1. IRM Projects and Major Information Systems
(Final rept)
Department of the Interior, Washington, DC.
Sep 83 88p
Volume I of the FY 1984-1988 IRM Long-Range Plan update includes: (1) an
Executive Summary, (2) recent changes in the organization and management of
information resources in the bureaus, (3) an updated technological
forecast, (4) a brief status report on FY 1983 LRP project implementation,
and, most importantly, (5) the identification of IRM projects to be jointly
undertaken by the bureaus and the Department during FY 1984-1988. Volume I
also includes, as appendices, an Office Automation Functional Plan and a
compilation of major information system development efforts planned by the
bureaus during FY 1984-1988. (NTIS)
IRM (Information Resources Management) Long-Range Plan: Fiscal Year
1984-1988 (Update). Volume 2. ADP and Telecommunications Acquisition Plan
Department of the Interior, Washington, DC.
May 84 51p
This Department of the Interior (DOI) Five-Year ADP and
Telecommunications Acquisition Plan represents the first major planning
effort within the Department directed specifically to the area of
information technology procurement. This document is considered to be an
integral part of the FY 1984-1988 Information Resources Management (IRM)
Long-Range Plan (LRP) the main purpose of which is to provide guidance for
improving management of the Department's information resources. (NTIS)
Information Resources Management Plan.
Federal Aviation Administration, Washington, DC. Office of Management
Systems
208 pp.,Aug 1983,FAA,Washington, DC,Pub. No: AD-A131 964/9
This plan documents the Federal Aviation Administration's long-term plan
for applying systems analysis and automated data processing technology to
its information needs. As a long-range plan, it provides a sound basis for
both the executive and legislative branches to properly appraise funding
needs. It retains the flexibility needed to accommodate future technology
as it becomes applicable to individual subsystems and it becomes evident
that the new technology with improve our return on investment. The plan
begins institutionalizing a process of regular and comprehensive
assessments of FAA's information posture and needs. This plan is the
framework for the development, operation, and management of agency
information resources and for the regular review of performance as well as
resource and priority decisions. The FAA will follow through on this
planning effort with the detailed requirements documentation, syst.-.Ti
specifications, cost benefit analyses, and the other actions sound system
management requires. (ISA)
Managing End User Computing: One Agency's Approach
(Final rept.)
Squires, F. N.
Coast Guard, Washington, DC. Office of Command, Control, and
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Conmun icat ions.
Sponsor: Department of Transportation, Washington, DC., Office of the
Secretary.
Report No.: DOT-SRP-84-8
May 84 38p
This report describes the Coast Guard's management of end user computing.
In doing so, it describes some of the history of how microcomputer
technology began to infiltrate the organization in the late 1970's, the
lessons learned from decontrolling the acquisition of low cost computers,
the introduction of a Coast Guard Standard microcomputer system for
distributed processing and local applications, and how end user computing
fits into the wider spectrum of the Coast Guard's Information Resources
Management (IRM) Architecture. This document is intended to inform Coast
Guard management of the progress the Coast Guard has made in end user
computing, and to share the Coast Guard's experience with other
organizations who are wrestling with the problems of managing the explosion
of end user computing. (NTIS)
The World Wide Military Command and Control Information System—Problems
in Information Resources Management
(Report to the Congress)
General Accounting Office, Washington, DC. Mission Analysis cind
Acquisition Div.
Report No.: MASAD-82-2
19 Oct 81 78p
GAO's evaluation of the World Wide Military Command and Control
Information System modernization effort showed that continuing problems
associated with providing automated support for command and control
functions are not being properly addressed by DOD. DOD's efforts are not
yet completed; however, the methods employed and progress to data are
unlikely to enable the replacement of the World Wide Military Command and
Control Information System to meet its intended goals. Further, these
efforts are proceeding far too slowly to be considered responsive to the
need to improve current system performance. DOD anticipates 10 more years
will be necessary to modernize the system. GAO's evaluation of the
modernization program shows that substantial changes are needed in the
program's management structure before the system can be fully and
effectively modified. (NTIS)
Information Resource Management for Naval Shore Activities: Concepts and
Implementation Strategy
(Master's thesis)
Worley, D. L. ; Cronauer, H. T.
Naval Postgraduate School, Monterey, CA.
Sep 84 147p
The authors provide a method for implementing IRM (Information Resource
Management) in Naval shore activities. The research stemmed from the
authors' perception that hardware procurement was overshadowing the
determination of actual information system requirements. The framework
presented approaches an IRM implementation from the perspective of the
activity's commanding officer. The emphasis is on the information needs of
the commanding officer and the criticality of identifying the information
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requirements prior to automating an information system for the activity.
The evolution of IRM is discussed and precedes a presentation of an IRM
infrastructure for the shore activity. The authors include a case for an
IRM professional within the Navy. The thesis concludes with a detailed
checklist to aid the commanding officer in the thought processes required
to initiate the implementation of IRM for a Naval shore activity.
Originator supplied keywords include: Information engineering and
implementation strategy. (NTIS)
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Region V, Library
230 South Dearborn Street
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