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chieftech says...

You might think from recent posts that I don’t believe in measurement, particularly when it comes to measuring enterprise social computing projects. In fact, I do believe in measurement but also believe that measurement should be treated in a (organisationally-speaking) political context.

 

I’ve also noticed a quantum-like quality to cause-and-effect in organisational measurement - the helicopter view reported to the board often appears to bare little resemblance to the experience of staff on the ground. I don’t actually think there is anything quantum about the enterprise - its just that ‘organisations’ are complex systems. This simply makes it difficult to measure in absolute hard numbers anything that impacts on that system, unless you are prepared to invest in longitudinal and solidly scientific research methods.

 

The worst examples of this are systems that promise employee self-service but simply shift the transaction burden from a cost centre (where it is measurable) to the individual (where it is not measurable).

 

For example, if you are trying to justify the value of an intranet then time saved should be a great metric. However, it depends on how you value employee time and the actual impact on the organisation of time wasted searching for information. In many cases, this waste is invisible - people just end up working harder to make up for deficient systems. 


So, if measurement is important what should we measure?

 

Wrong question. More on this another time.

Filed under: information management

ilinx says...

http://wp.me/pyyyY-5m I attended several break-out sessions today at the SharePoint conference and wanted to highlight some of the exciting announcements coming from Microsoft & KnowledgeLake.  First I attended ECM for the Masses - How SharePoint Delivers on the Promise.  Key areas that everyone that have been considered as 'gaps' in true ECM functionality are starting to be addressed.

Looking forward to Beta duece

Filed under: information management

robert says...

Thing Labs' CEO, Jason Shellen, interrupted to insist that we broaden the discussion to include the entire real-time web and all possible examples of filtration systems, not just Twitter and not just hashtags. From there, the conversation exploded into an executive-level goulash of how to make the real-time web useful.

The overall poverty of the user experience was generally deplored. "We hear from our users about what they want," said Shellen. "People say, 'Just show me the important stuff.'" The current state of real-time UXes allows for a lot of opportunity - the opportunity to make this iteration of the Internet simple for new users as well as appropriately complex for powerusers, unlike what we've all seen with RSS, which remains an underused geekcore feature.

The spectrum of data and metadata was brought up several times, as well. Keywords (e.g., hashtags) are a good start, but richer metadata would allow for filtration by sentiment or location. For example, a user might want to see blog posts about Obama's winning the Nobel Peace prize from right-leaning sources only. Or I might want to see pictures posted by people within 100 feet of me while I'm at the Real-Time Web Summit.

Overall, having the author, location, time, sentiment, and keywords automatically applied to user-generated data could lead to much richer streams with built-in filtering opportunities, both filtering content out as well as discovering new content and sources.

So, when you're talking real-time web, it seems interesting that, while metadata are mentioned here, it's really only in passing. Keywords are clearly the concept that most people understand, but I'm thinking there's a lot more to it than having people tag things with hashes. Obviously, the author suggests as much. Still, perhaps the problem with information overload is just that no one has realized just how arbitrary it all really is. One person's click-through is another person's alt-F4 (command-Q in macLand).

When you think of it that way, the division between "content" and "metadata" blurs tremendously. I'm guessing it will come down to some entities out in the world concocting a system for parsing and associating raw data ("content" or otherwise) within a living data set. The trick, as is probably usual, is actually doing so in a way that is actually useful/user-friendly.

Filed under: information management

robert says...

Busting the ECM Myth

InfoManagement Direct, October 8, 2009

Dmitri Tcherevik

The myth of an “über repository” is finally busted. For a long time, we hoped that there could be one repository that could hold all of our unstructured data, also known as content. Not anymore. 

Realization of this fact comes as our view of what content is and what can be done with it is gradually transformed. For a long time, content was defined by what one cannot do with it. We knew that content could not be stored in a relational database. So content had to be stored elsewhere.  But where? 

The answer appeared simple. If you worked in an enterprise environment and you had content, you stored it in an enterprise content management system. This is where you could consolidate content, and once content was consolidated, it could be controlled. Controlling enterprise content is very important, chiefly for compliance reasons. You do not want your content to be lying around willy-nilly; this can get you into all sorts of trouble.  

This consolidated ECM vision promoted the über repository notion. In those early days of ECM, I was often asked if all my content was stored in one repository. If the answer was “no,” I was given a look clearly conveyed I was in deep trouble and needed urgent help, as did many other people. This help we received, and there is now an entire separate ECM industry dedicated to managing stuff that cannot be stored in the database. 

Gradually, we are learning now that über repositories do not really work all that well. Yes, content must be controlled, and we definitely need ECM. Control, however, does not necessarily imply consolidation. There are several reasons why consolidating content in to one repository may be foolish, impractical, or even impossible. 

First, there is just too much of it. The amount of content in the world grows exponentially. In the next two years, we will generate as much content as all of humanity managed to create during the entire history of humankind.  

Second, we now know that there are many different types of content. There are documents that you share internally, content that you put on your Web site, high-resolution audio and video content that you stream to TVs or play on iPods and user-generated content in the form of short videos, photos, “tweets,” and comments. 

Third, we now know that the way people and applications use content can also be dramatically different. In some cases, content is generated at a torrid rate, stored and almost never read. In other cases, content is created once, stored and then sent via millions of concurrent streams to people all over the world. There are an infinite number of variations between these two extremes. 

For every different combination of content volume, type and usage pattern, one needs a different content repository. HDFS, for instance, is great at efficiently storing and retrieving very large files. Documentum and SharePoint are good at managing documents in a collaborative environment. Cassandra is good for managing user-generated content where a sustainable rate of updates is much more important than data consistency. When dynamic delivery of content to a Web browser or mobile devices is desired, then a content management system such as FatWire or Drupal, can be used.

The past few years show that specialized repositories have prospered, and we have more of them appearing every day, while über repositories that try to be all things to all people have not done well and have withered. 

We accept the diverse multirepository world as a fact. This still leaves us with the problem of managing and controlling enterprise content that is distributed across disparate repositories. Several approaches to solving this problem exist.

One school of thought suggests that even if you cannot consolidate content, you still must be able to consolidate access to this content. First, you deploy a single content integration hub. Then you use adaptors to connect the various content repositories to this hub. Once the repositories are connected, one must be able to access and control content stored in all of them via a single interface exposed by the hub. This is the approach promoted by standards such as JSR-170 and JSR-286. 

In practice, access consolidation turns out to be as difficult to implement as content consolidation. The integration hub becomes the single bottleneck that does not support all access patterns equally well. The broadly accepted conclusion now is that distributed content requires distributed access. 

Two architectural patterns have become particularly popular for building distributed applications: service-oriented architecture and representational state transfer. 

SOA says that the world is populated by services. Each service implements a well-defined interface, also known as the service contract. Applications can discover services. They can also invoke services by sending messages to their so-called endpoints. One can replace service A that has certain characteristics with service B that has a totally different set of characteristics. All that matters is that A and B implement the same service contract. In this sense, applications and services are said to be loosely coupled. 

From the REST point of view, the world consists of resources. Each resource has a unique resource identifier (URI). Resources can be subject to a few well-defined operations, such as GET, PUT, UPDATE, DELETE, and possibly others. These operations are interpreted by servers. Applications refer to resources via URIs and may not be aware of their physical location. HTTP is often the protocol used to submit requests to servers and receive responses.

An application conforming to either SOA or REST principles can be used to effectively manage and control distributed content while requiring neither repository nor access consolidation. 

A content repository can publish a service endpoint. This endpoint can be used by an application to manage content. Later this repository can be replaced with another repository conforming to the same service contract. The runtime characteristics of the application may change, but not its interface. With this approach, an application must also be able to access multiple repositories, each with a different set of characteristics, in a consistent manner. 

Similarly, digital assets can be mapped to REST resources that are managed by servers that map to content repositories. The location and type of repositories is absolutely transparent to the application that is accessing the resources. Different repositories can be accessed by an application in a transparent manner. They can be used to manage different types of content and implement efficient support for the various access patterns required by the application: read mostly, write mostly, large file streaming and others. 

The content management industry has enthusiastically embraced this vision of distributed and diverse content management. IBM, EMC and Microsoft bootstrapped an effort to develop a new standard for content interoperability based on these principles. The standard is called CMIS, which stands for Content Management Interoperability Services. It is currently undergoing active review and development in OASIS and is expected to be finalized within the next six to eight months. The number of companies participating in this work has grown dramatically. 

CMIS defines a unified model for describing content resources and repositories that manage them. It also offers bindings of this model to the SOA and REST architectural patterns. There is a lot to like in this new standard. 

To users of a Web content management (WCM) product, it promises transparent access to content stored in the various content repositories directly from a Web site authoring tool. An image can be placed on a Web page and served to billions of Web site visitors regardless of where the original copy of this image was physically stored: in a document management system, in a collaboration workspace or in a digital asset management system. In this case, a WCM system acts as a CMIS client with transparent access to disparate content repositories deployed in the enterprise. 

A WCM can also be a CMIS server. This is particularly useful when content published on a Web site is syndicated to other Web properties and applications. With CMIS, every image, video and news story published on a Web site becomes a Web resource that can be found, retrieved, manipulated and reused in numerous gadgets and mashups. This is where the distributed nature of the standard and its native support for the popular Web protocols is especially helpful and valuable. 

I encourage every Web application developer and every enterprise architect to read up on CMIS and do some experimentation. An early draft of the standard has been posted for public review. There are a number of open source implementations available. Support for the standard is also likely to start popping up in a fair number of established enterprise content management products in the near future.

Dmitri Tcherevik, the chief technology officer of FatWire Software, defines the company’s technology vision and strategy. Tcherevik works closely with customers and partners to implement comprehensive Web platforms.ûû

For more information on related topics, visit the following channels:

An interesting read on enterprise content management. An interesting point on the growth relationship between specialized repositories and central, all-in-one repositories.

Filed under: information management

robert says...

(download)

Filed under: information management

chieftech says...

The Attensa StreamServer™ creates value by:
  • Breaking down information silos by enabling information from separate systems and communities to be found, organized and flow freely throughout your business.
  • Networking knowledge by enabling people to easily share insight and knowledge with others.
  • Increasing awareness and efficiency by empowering users to benefit from large amounts of information and many interactions as opposed to being overwhelmed.

Attensa have announced the availability of Attensa StreamServer, their next generation enterprise information aggregator. I'm really pleased to see Attensa continue to innovate around this important area and I'll be taking a more detailed look at their new StreamServer product in the near future.

Filed under: information management

robert says...

(download)

Just reviewing this for my upcoming class. Should be fun.

Filed under: information management

robert says...

I've been playing around with diigo lately. After moving past the initial gasp of overwhelming-looking features, it seems like a nice, um, potientially useful way of sharing thoughts on the web. While the interface is a little tricky/overwhelming at times, it seems like the intent is cool and might lead to actual knowledge sharing. In fact, diigo goes so far as to call the service a "social information network" (SIN) so as to distinguish itself from the plethora of bookmarking sites. (I hope they didn't work backwards from the acronym!)

While I admit that my "participation" in delicious and simpy are non-social affairs and, therefore, remain personal bookmarking sites, diigo (unlike secondbrain.com or twine) seems like it could actually be something that would foster collaboration, especially for those sharing tasks or classes in which online reading is the norm. For example, one can create groups for sharing bookmarks AND sharing notes/stickies about various webpages. Nice.

Look for my profile at http://www.diigo.com/profile/robertbale.

 

 

 

Filed under: information management

nigelbaxter says...

Call me naïve, but I'm constantly surprised at how little most organisations seem to know about their own information. Like how much they've got, where it is, what it is…. But that's good news for us, as we're often asked to carry out surveys or inventories of electronic and/or paper documents and data, usually as part of a wider information management piece, and they always provide a fascinating insight (for us as well as the client!) into each organisation's business and how it's carried out. There are many reasons why you might want to carry out an inventory, for example:

• to identify vital business information (especially records) • to support information governance, eg DPA, FOI or RUPSI requirements
• to support the migration of existing documents, records or data into a new environment
• to investigate possibilities for system and process integration
• to support the easy production of an Information Asset Register
• to inform file plan or taxonomy development
• to inform the development of document templates
• to plan for future storage requirements.

I’ve just completed an inventory for an organisation of about 700 people, and almost all of the above apply, so the inventory is pretty extensive and includes over 80 questions for each ‘collection’. The main difficulty has been identifying just what a 'collection' is in this context, as there are business documents such as you get in every organisation, but also extensive data sets, databases and publications which may all have a relationship to each other.

Our approach is to identify the teams (that in itself can be a challenge!), and create a profile of the team in terms of their function, but also in terms of the kinds of documents and records we can see that they use by analysis of file shares. This gives us a very preliminary view of the potential scope of each team's content. Interviews with the teams will then reveal 'collections', ie coherent bodies of content used for specific business purposes. Sometimes these will be distinguished just by the business purpose, but sometimes format or location will also be a factor.

When the inventory has a relatively straightfoward and focussed purpose, it is very useful to send out the questions beforehand, but you have to be sure of your clients and their content before you do that. If I sent out my 80 questions for the complex inventory, I think people would run! So interviews are vital, but quite often people don’t know all the answers themselves, and you need to talk to other members of the team to get the whole picture.

We use InfoPath forms to record the information and create tailored reports so it's easy to find out how many of this and what kind of that, otherwise you can spend hours analysing each questionnaire. The questionnaires and profiles are then all stored on a SharePoint site that is open to all to look at and query (but updating of the information needs to be carefully controlled, obviously). Carrying out an inventory can take anything from 2 weeks to 6 months depending on exactly why you’re doing it, how complex the content is, and how many people you have working on it. Another contributory factor is how well people know their own information (and no-one is going to be able to answer the question ‘how many spreadsheets do you have?’), so the more you can do for yourselves by using tools to analyse file stores, for example, the better. We’ve developed tools to count numbers of documents and analyse formats, and that helps a lot. And when calculating how long it will take, don't forget to add in the time it takes to set up the interviews, and to set them up again when people forget or cancel.

As well as the documentary evidence (ie the profiles and questionnaires), we always provide a report which highlights the main findings of the inventory, and there’s always something in it which surprises the client, whether it’s the sheer number of documents per person, or the number of Excel spreadsheets across the organisation (an important consideration if you’re thinking of migrating them to SharePoint, as it really doesn’t like macros at all), or the number of different repositories, or the fact that so many key assets are stored by a third party (fine if they’re archived material, but less good if they’re current IP). Which goes to show that inventories are extremely useful things.

Filed under: Information Management

chieftech says...

Hmm. I'm not entirely convinced about this, however there is an argument that if you want to ease the introduction of new information work practices into people's work routines then you need to go where the users are. I was a big fan of Xobni when I was last using Outlook regularly. However Twitter and LinkedIn are very different paradigms to integrate into Outlook - Xobni augments what you are already doing in Outlook with additional information, but tools like Twinbox (the example above) is introducing a brand new information stream in parallel to email.

I also wonder if integration with an enterprise microblogging tool might actually be the better use case for this kind of integration? For example, Socialcast is an enterprise microblogging platform and they have talked about providing plugins for Outlook and Lotus Notes (I'm not sure if they actually came to fruition).

On the other hand, Socialtext's Signals takes a non-email activity stream approach. Their desktop applications (a cross platform RIA) combines microblogging with notifications about wiki page edits, blog posts, comments, profile changes.

What do you think? Is an email client the right place for enterprise users to learn about microblogging or are we just reinforcing the email interface. Or perhaps we should just give people as much choice as possible?

Filed under: information management