Information management

Information management is defined differently in the literature. The dynamic environment of information technology development and the various scientific disciplines ( particularly business computer science ) that deals with information management (more precisely: Information and Communication Management) employ, are the reason.

Strategic information management in a military context is defined by Carsten Bockstette as Planning, Designing, leading, coordinating, and controlling insertion of information as a means to successful mission accomplishment.

In general, Strategic information management by different authors as Planning, Designing, monitoring and controlling of information and communication in organizations is referred to achieve strategic goals.

With information management the intersection of leadership and the designated operational function as an information function is called. The tangible goal ( task) is to create a task-oriented information processing and communications, and the security of information and communication ability of an institution through the development, maintenance and operation of the information infrastructure. The actual (core) information function is responsible for this to answer the question, "who" will do anything to achieve the target property (organization, outsourcing, etc.). As part of the information infrastructure of the question is at the management level "what" and answered at the level of information resources, information systems and information technology.

The manager of information management at the strategic level ( top management ) is referred to in larger companies as Chief Information Officer ( CIO). Systematic approaches, more precisely, methods, techniques and tools for processing the tasks of information management are grouped together under the name Information Engineering.

The boundaries between information management, communication management, knowledge management, documentation and information management business computer science are not always clearly drawn. The tasks of these areas often have overlaps.

• 2.1 Ubiquitous Information Management
• 2.2 Information Resources Management
• 2.3 Personal Information Management
• 2.4 Process-oriented Information Management
• 2.5 line -centric information management
• 2.6 psychology -based information management

• 5.1 Strategic Situation Analysis
• 5.2 Strategic goal planning
• 5.3 Strategy Development
• 5.4 Strategic action planning

Models

The individual models which are represented in the literature can be categorized into four groups. They describe all the activities of the management of information systems from different perspectives:

• Architecture models ( ARIS)
• Task-oriented approaches,
• Problem-oriented approaches ( EWIM )
• Process-oriented approaches ( ITIL, COBIT ).

Information Management by Stahlknecht, rabbits Kamp

The term information management understand Stahlknecht and Hasenkamp

• " primarily the task of the company (after capital and labor ) " to procure third factor of production " and to provide information in an appropriate information structure, and
• Assuming the task, the related IT infrastructure, that is, information technology and human resources for the provision of information to plan,
• Procure and
• To use ".

Source: Peter Stahlknecht, Ulrich Kamp rabbits: Introduction to business computer science. 11th edition. Springer, Berlin / Heidelberg / New York 2005, ISBN 3-540-01183-8, p 437

Information Management by Krcmar

Information Management includes all "(...) management responsibilities, on the one hand on three levels (corresponding to the treated objects)

• Information Technology ( Subject: demand, supply and use of information)
• Information systems ( object: data, processes, application life cycle),
• ICT technology ( Item: storage, processing, communication, technology bundle )

Other, on the tiers as

• Management tasks of information management ( Subject: IT Governance, Strategy, IT processes, IT personnel, IT Controlling)

Must be realized. "

This concept is also known as frame model of Helmut Krcmar.

Information Management by Mertens

• Long-term planning for the development of IT,
• IT as a means of strengthening the strategic position of the company,
• Information as a corporate resource,
• Effective and economical supply the company with the necessary information,
• Management of used technical and human resources.

Information Management by Heinrich

Information Management " ( the management ) the management action in the company in terms of information and communication" as understood and comprising " all management tasks, dealing with information and communication deal ... ". The set of tasks that deal with information and communication ( information and communication tasks) is called information function. The model of Lutz J. Heinrich is referred to as a circuit -centric approach to information management.

Goal of information management is to build an information infrastructure and make it so and use that optimal support information and feature enables an optimum contribution is made to the company's success.

For the implementation of the objectives tasks of information management at the strategic, administrative and operational levels to be defined. At the strategic level, the information infrastructure is planned, monitored and controlled; done at the administrative level planning, monitoring and control for the components of the information infrastructure, eg for application systems and staff. The operational level includes tasks of the use of the information infrastructure (network services, maintenance, etc. ).

Methods, techniques and tools are used to support the performance of work on each task level. All of these methods, techniques and tools and their application to enterprise-wide planning, analysis, designing, and implementation of information systems is information engineering.

Source: Lutz Heinrich J.: Information Management. 8th edition. Oldenbourg Verlag, Munich / Vienna 2005, ISBN 3-486-57772-7.

Approaches

Ubiquitous Information Management

The objective of the Ubiquitous Information Management is to establish an appropriate information infrastructure and manage so and to use that optimal support of any information function of the different technical and business IT solutions to allow at any place at any time, with different access media and an optimal to make a contribution to corporate success. This definition expands the definition by Henry to a comprehensive and ubiquitous facet.

Information resources management

Information resources management is concerned with the use, planning and control of internal and external information resources within a company or other organization. Information is understood as a factor of production. The management has the task of ensuring the availability of production factors and provide appropriate resources to meet the demand for information here. This also includes the creation and maintenance of internal and external training facilities include access to information resources.

Personal Information Management

The viewpoint here is on the handling of information on (personal) workstation (English: Information Handling ). The management supports the individual information processing by sensing operational and administrative tasks.

Process-oriented Information Management

In this approach, the business organization is strategically aligned with the business processes, consequently, the information infrastructure to support the business processes is applied toward. The management includes the integration of the functional areas in the information processing.

Line centered Information Management

The management is line-oriented in terms of information and communication within the company. Here are included, all management tasks, dealing with information and communication within the company and in the business environment. This IM approach can be described with the requirement that every manager should pull in all decisions consider whether the company's objectives can be better achieved by the use of information and communication technologies than without it. If so, the use of technology has to be initiated and promoted by management decisions.

This approach is represented by Lutz J. Heinrich: information management. 8th edition. Oldenbourg Verlag, Munich / Vienna 2005, ISBN 3-486-57772-7.

Psychology -based information management

In this particular relevant for retail companies approach all management decisions on the acquisition of information by the partners and with the information delivery to the partner on the four markets a commercial enterprise are - sales, procurement, competitive market and internal market - checked under psycho strategic and tactical point of view. Psychology -based information management is at the heart of modern trade psychology.

Management of information (s)

The task of management is to ensure the economic balance of information within the company or organization. Information is understood as a factor of production, so it can be produced. The responsibilities include:

• Detecting the information needs all the information needed for optimal task performance must be identified and solidified in detail. Necessary here is to specify the information content, the form of presentation, the time of need and context.
• Plan of the information offered: All internal information resources and sources of information must be recorded. Similarly, the range of information offered must be analyzed. These steps result in the definition of an information source portfolio.
• Exposing the required information: access to internal information has to be ensured in technical and legal terms, this also applies to external sources of information. Information must be prepared suitable (physical and logical).
• Organization of information provision: information must be assigned to the organizational units and are governed by appropriate policies. The responsibility for maintenance of the databases to be committed. The use of information must be done with appropriate mechanisms and procedures.

The above objects are a rough description of the analysis tasks, strategic tasks, implementation tasks and operational tasks of information management.

Management of Information Systems

The management of information systems deals with the use of information technology to fulfill and support the business information tasks (see section ' Management of Information '). The definition of the information system has been scientifically still controversial, in general, summarizes here, however, the (application system ) (Human ) = ( information system ) together. As an application system is ( Software System) = (application system ) understood ( hardware system). The scope includes

• Generation of project ideas:

• Compilation of the project portfolio: the projects are defined in terms of their objectives, content and by determining the time and resource requirements. After analysis of project dependencies, an evaluation and selection of projects according to appropriate criteria take place (eg financial benefits).
• Implementation of application systems: Implementation is the responsibility of software engineering, and systems engineering.
• Introduction of the application systems: New systems must be introduced, both technically (eg installation and integration), organizational ( introduction of new or changed work processes ) and staff (contract notices, training, acceptance).

The strategic management of information systems in a company one uses Enterprise Architecture Framework (EAF ). The aim is to meet the business process performance using the information system. Thus, for example, the processes rely on the professional level access resources on the physical plane. EAF help the Information Manager to capture the complexity of enterprise architecture ( for example, by structuring according to an architectural reference model) as well as integration, interoperability, etc. to ensure ( for example, by the citation of a process model ).

There are over fifty EAF, which take into account their concepts and specific corporate characteristics and thus special information system structures (Virtual Enterprises, extended enterprises, etc.).

Strategic tasks

The strategic tasks of information management include after Lutz Heinrich J.:

• Procurement of information, information gathering for planning, monitoring and control for the effective establishment, maintenance and use of the information infrastructure
• Strategy development, development of IT strategy
• Strategic analysis of the situation, determine the strategic role of information function
• Strategic goal planning, setting the strategic IT goals
• Strategic action planning, planning of measures to achieve the strategic IT objectives gem. the IT strategy

The strategic level of the tasks of information management are based on the perspective of information as a strategic success factor. The strategic level creates the conditions for the design and use of the information infrastructure at the administrative level. It therefore determines the architecture of the information infrastructure.

Strategic situation analysis

The situation analysis precedes the target planning and involves the determination of the roles of information function and the determination of intra-and extra operating conditions for the implementation of the performance potential of the information function. One can distinguish four strategic roles for information functions:

The Strategic situation analysis can be divided into further sub- areas, for example in

• Analysis of the information infrastructure
• Analysis of the competitive situation properties analysis
• Component analysis

The individual processes of analysis are analogous. First, the factors are determined which characterize the subject matter, the actual situation is obtained and compared with the desired state after it has been defined.

Strategic Target Planning

The Strategic goal planning is a prerequisite for the strategy development and strategic planning of measures. It is preceded by the analysis of the situation. Goal of strategic target planning is to define the factual and formal objectives in the company ( strategic goals ). This can be done in response, acting or interacting. The following points are to be defined:

• Initial situation, see Situation Analysis
• Target content, the subject of the target planning, What is it?
• Objective standards, definition of metrics
• Extent of goal achievement, improvement claim, how much is to be achieved?
• Tempo, timing, Until when should it be achieved?
• Target relationships, the goals are complementary to each other ( Objective 1 increases / decreases with Objective 2 ), konfliktär ( Objective 1 and Objective 2 increases falls ) or indifferent ( Objective 1 and Objective 2 increases remains unchanged)?

Are the above points defined, the user returns to the strategy development.

Strategy Development

The development strategy defines the way ( strategy ), after which the strategic measures should be taken. It is therefore a prerequisite for the strategic planning of measures. Be involved in the development of the components and properties of the information infrastructure and the formal goals of the company. Result of the development should be consistent strategy involving the culture, and the properties of the company. It classifies strategies

• Aggressive
• Defensive
• Moderate
• Momentum strategy

Depending on your expression.

Strategic action planning

Task of strategic IT planning is to develop the strategic IT plan for the enterprise-wide, long-term and competitive position of positively influencing development of the information infrastructure. This is based on the result of the strategic situation analysis and the strategic target planning taking into account the IT strategy. The measures to achieve the strategic IT objectives in the IT strategy, ie the strategic measures for the design of information infrastructure are developed and planned the necessary budget. With the strategic action planning the scope of action is created ( the potential for success ) for the predictable success of realizations on the administrative and operational levels of information management.

Administrative tasks

Administrative tasks are characterized in that they deal with the individual, but the essential components of the information infrastructure (eg, projects, personnel, information system) or with individual, but essential properties of the information infrastructure ( eg protection and security).

Administration tasks include:

• Crisis Intelligence
• Data Management
• Business Process Management
• Disaster management
• Human Resource Management
• Project Management
• Security Management
• Contract Management
• Knowledge Management

Operational tasks

In addition to the strategic tasks and administrative tasks to information management includes other tasks that are often classified as operational tasks, and some tasks as analysis or implementation tasks.

Among the operational tasks include:

• Problem Management
• Quality Management
• Service Management

Subregions

• Information logistics

Training and Study

Information Management is now offered at many colleges as an elective, often as a branch of computer science economy. In contrast, the full range of degree programs is not yet clear:

Studies at Universities:

• TU Kaiserslautern: "Applied computer science - Information Management"
• University of Augsburg and TU Munich: " Finance and Information Management " (Master)
• University of Hildesheim, " International Information Management " and " Information Management and Information Technology"
• University of Koblenz -Landau, " Information Management" (Bachelor and Master).

Studies at Universities of Applied Sciences:

• Fachhochschule Frankfurt, Frankfurt am Main: " Strategic Information Management " (Master)
• FH Hannover: " Information Management"
• FH Joanneum in Graz, Austria: "Information Management" ( Bachelor and Master)
• FH Kaiserslautern, Zweibrücken: " Information Management" (Master)
• Hochschule Anhalt ( FH): "Applied computer science - Information Management".
• Ludwigshafen University ( FH): "Business computer science with a focus on Information Management & Consulting"
• Neu-Ulm University ( FH): "Information management and corporate communication ", " Information Management in Health Care" and " Information Management Automotive"
• Hochschule Osnabrück: " Business Information Management "
• University of Trier: "economic computer science - Information Management"