Download Workshop Report [PDF] - ICM strategy development - CTA

The following points should be noted for information audits:
• Auditing is the 2 nd step in the assessment stage of doing an ICM strategy (the SWOT
analysis is the first).
• During the audit be curious, look around asking “What’s this? What’s it used for?”etc.
• It is a voyage of discovery – may unearth hidden assets.
• In the IT assessment, focus on the use of the technology, not the technology itself.
• In the financial assessment, realise that all information (ICM) costs, so look at hidden
costs.
• Small expenses can release capacity, e.g. buying a cartridge allows printer to be
used, so assess (plan for) all such costs.
• Need to anticipate all costs before implementing an information project.
• Training (for ICM) costs but returns value.
• In the audit, seek participation of all stakeholders in the organisation to raise
awareness of the audit and to get wide support.
• Budget for time and effort required to do the audit.
Summary of Discussions on Information Audits
The following table gives the questions and answers for the main issues raised during the
plenary discussion on information audits.
Question Answer
How often should an information audit be
done? Does is it end with the review or
(introduction) of ICM?
How does E-readiness assessment relate
to information audits?
11 | P age
The assumption is that there is no ICM policy. The audit
is done at the start of the strategy development process.
The strategy will include monitoring and evaluation to
remain constantly aware of ICM status.
It is more or less the same thing. Essentially the IT
assessment phase of the audit – assess potential for
ICT employment.
Who is responsible for information audit? Can use members of the original SWOT analysis team
but need widespread support from management and
operational staff. Some issues may be sensitive so
support is essential. The importance of support from, for
example, the Chief Executive Officer will make a
How far should the audit extend to include
other stakeholders?
Should the audit end (with
implementation)?
Tips for identifying information?
How to sell the audit?
difference to the situation.
One needs to talk to stakeholders to understand how
your organisation fits in (to have a common agenda).
Building trust and cooperation with other stakeholders is
important and this can be done with an open mind and
transparency.
That is depends on the main focus. Set realistic
deadlines as it can take a few weeks or it could take
three months. Be organised to expedite the process.
Be inquisitive, poke your nose into everything and follow
the trail.
Call an initial meeting and discuss the purpose and
value of doing an audit – it’s for us. This also helps
reduce the threat of change it might impose.