The HictE project “Investing in Information”

As early as 2002 a major research project was

launched at UWC, concerned with the use and
This new book, published in 2014 by Springer, explores the ideas and
tools associated with the IMBOK in a reflective and useful way. It
avoids any dependency on technology specifics in the belief that there
IMBOK
treatment of information technology in higher
education, and with a view to improving equity
are timeless ideas and enduring principles that will always assist
managers and researchers, irrespective of the technology
The Information
and quality. The project was named “ICT in infrastructure that is involved. Two examples, both central to the way
that the IMBOK works: Management Body of
Higher Education” – or “HictE” for short.
Six sub-projects were devised to look at different
The Applications Portfolio makes clear the different approaches
that are needed for different kinds of information systems
Knowledge
aspects: how IT is used in institutes of higher investments:
education; how IT is taught in institutes of higher Business
education; how the curriculum deals with IT in Business Business
strategy
benefit
the programs that are offered.
information

Information Business
system process

Information Management
Information Performance
technology management
Business
operations
Business

Sub-Project One was concerned with the Projects

change

competencies that IT-using organisations need, in

order to gain the rewards of their IT investments.
It was organised as a partnership between UWC
and others. It was named “Information The Information Portfolio makes clear the different sources of
Management”, in order to invoke a wide view of information and how the content can migrate to the most useful place:
A deliverable from a research project
the managerial issues associated with successful at the
information systems, and all that goes with them. University of the Western Cape
IMBOK Funded by
the Carnegie Corporation of New York
The sub-project set out to develop a new
framework of understanding, relating information This version:
technology to the strategic benefits sought by an December 2016
IT-using organisation. The resulting framework
is the “Information Management Body of
The IMBOK is now published
Knowledge” that now stands as a foundation for
postgraduate and undergraduate programmes The team as a book by Springer
and as a reference framework for researchers. The following have worked with or within the research team at one point
or another: “Investing in Information”
Organisations that wish to improve the way they
Bennett Alexander Derek Keats Rashied Scello ISBN 978-3-319-11908-3
manage information are invited to join the IMBOK Marcel Berteler Munira Khatieb Kobus Smit ISBN 978-3-319-11909-0 (eBook)
community and share their experiences. We have Denise Biggs Wouter Kritzinger Thoko Speelman DOI 10.1007/978-3-319-11909-0
a benchmarking instrument – please contact us if Sipokazi Bukani Bongazana Mahlangu Peter Thomas
Geoff Erwin Johann Mouton Sibongiseni Tunzelana
you are interested in assessing your Yvette Goussard Constance Mtsweni Melius Weideman
organisational information management Ray Hackney Sydwell Nikani Grafton Whyte
Fahrnaaz Johadien Karolina O’Donoghue Lauren Wildschutz
competencies.
Web: http://www.imbok.org
 The Information Management Body of Knowledge 72 people sat down
and discussed their
An major deliverable from a research project at the University of the Western Cape
hopes and ambitions for IT.
And their problems.
Success hinges on IMBOK was born.
• Are you getting measurable benefits from your IT investment? proper management of
• Are your IT resources fully and effectively deployed? the process, the information
• Are your information resources well managed? and the benefits.
• Are you driving your IT strategy, or is it driving you?
Business
Business Business strategy
information benefit
Information
Information system Business
technology Performance
process Business management
Business operations
Projects change

System requirements
Do you have the technical
competencies required to
make the most of IT?
- Supplier management
- IT cost management
- Network management
- Market watching
- Disaster management
Six knowledge areas
determine required
management
competencies
User requirements
Do you have the systems
competencies required to
satisfy the users’ needs?
- Investment justification
- Systems development
- System maintenance
- Systems innovation
- Relationship management
- Outsourced services
Four processes move
ideas and value
between the five
knowledge areas
Strategic imperative
Operational targets
Have you got a grip on your
Do you have the internal strategies? Is IT aligned
discipline to define and with business strategy ?
manage benefits? - Tools for strategy analysis
- Different kinds of benefit - Proper time horizons
Do you understand your
- Non-financial benefits - Environmental monitoring
business processes and
- Benefits delivery - Opportunity analysis
information needs, and are
- Performance management - Functional strategies
responsibilities clear?
- Risks and disbenefits - Defined ownership
- Change management
- Business modelling
- Process management
- Information management
144 points of competency
- Tolerance to change
- Stakeholder involvement
assessment will tell
- Quality of information you how well you are doing.
- Problem management