Mapping Information Flows: A Practical Guide

Information Management Journal, Jan/Feb 2004 by Hibberd, Betty Jo, Evatt, Allison

The next task is to determine whether the IRC currently offers or can create a product to meet the identified information requirements. Is there an information resource available to support those tasks and activities? Is it a better solution that is perhaps more authoritative or less expensive? Can it save time?

Now examine other functional units supporting this same goal and objective. It is likely that because these units have a common objective they would need the same information, though perhaps in a different form. For example, a complete market report, including an analysis of how this information affects the organization, would be invaluable to market development, while human resources might prefer the information as a five-bullet summary with access to the entire report if necessary. This type of service demonstrates the value-added so often required of today's information professional.

Another point of analysis and possible opportunity is the refinement of a current information resource that supports the goals and objectives of a department. For instance, does current awareness for the department arrive in the form of batches of articles that must be filtered within the department? A time-saving solution might be a summary of the necessary information, filtered by IRC staff experts, and a backup of individual articles offered upon request.

To complete the chart, each goal and its attendant objectives must be linked to the supporting functional units, CSFs, and tasks to determine all the current and possible information solutions within the organization. Goodman notes that information professionals possess competencies to understand how information is used, how it should be organized and structured, and how it is best sourced - all key to mapping information flows. And by understanding information flows, even though the IRC may not provide the information directly, the knowledge of how to facilitate the best use of information coming into the organization will become a key service feature. This environment of facilitation can enhance the value of the information center, making it an indispensable link in the information chain.

The final task of this step is listing potential clients' needs, resources, number of users, and costs. One objective of mapping information flows is to be able to make suggestions to optimize budgets for information purchases; therefore, knowledge of costs and number of users is imperative.

Step 3. Map Potential Clients

Listing the units, needs, and resources allows you to visualize the potential areas of overlap. Now add the data for the potential clients and their information needs to the map of current clients. Using colors and/or patterns (stripes, checks, etc.) for departments and numbers for each information need currently supplied by that department will help clarify the map. (An example can be found at http://quantum.dialog.com/workshops in the description of the information mapping presentation.)

When working through the various departments, overlap and redundancies in information resources become apparent. The goal is to consolidate as many resources as possible and bring them into the IRC for administration. The map should be completed with suggestions for reallocation of resources, products, and services the IRC can better supply, new solutions for optimum information flow, and identification of all cost savings. This will enhance the value of the IRC as a unit with the capability to view organizational information resources from a top-down rather than bottom up-view.