| "Companies run on information, not data." | | | | humans require information. I get into a lot of |
| - Bryce's LawINTRODUCTIONI have been doing | | | | arguments over this concept. Let me see if I can |
| a lot of reading lately regarding the latest fads in | | | | clarify it. Let's imagine a totally automated |
| the industry, particularly in the area of "Agile | | | | company (what I like to call a "company in a |
| Methodologies," "Business Rules," "Information | | | | closet") whereby customers interact with a |
| Architecture," and "Enterprise Architecture." There | | | | computer through a network connection to place |
| is a considerable amount of material to wade | | | | orders for a product or service that can be |
| through. Of interest, I have noticed all stress the | | | | delivered electronically. The owner of the |
| importance of requirements and warn of the | | | | company is retired and spends most of his time |
| consequences if they are not defined properly. | | | | playing golf and checks on his stocks and other |
| This sounds nice, but I found them all to be very | | | | investments. I contend the machine is just |
| evasive in terms of describing the inherent | | | | processing data and will continue to do so until |
| properties of information and how to document | | | | there is some sort of mechanical malfunction. |
| them. I guess this shouldn't come as a surprise as | | | | However, under this scenario there is still a need |
| the industry for years has been wallowing in how | | | | for information by such people as: |
| to define information requirements.Many think it is | | | | Customers who want to check prices, product |
| nothing more than a set of data or output | | | | service availability, terms and conditions, order |
| specifications; others see it as nothing more than | | | | status, and to report problems.Vendors who offer |
| a programming spec. Rarely, does anyone want | | | | upgrades or additional support.Government |
| to take the time to truly understand information | | | | regulators who need to know about sales |
| requirements and prefer, instead, to get down to | | | | volumes and taxes.And the owner himself who |
| the business of programming where they feel | | | | needs to know about how his "company in a |
| more comfortable. It should, therefore, not come | | | | closet" is performing, thereby making decisions |
| as a surprise that requirements definition is left to | | | | regarding modifications to the business. |
| the interpretation of the individual. Inevitably, this | | | | Processing data is one thing, making business |
| leads to inconsistencies and errors. For something | | | | decisions and taking actions is something entirely |
| that is supposed to be so critical for success, | | | | different. Until such time as machines become |
| information requirements definition is too often | | | | true freethinking entities, they will only need data, |
| taken for granted.Let's see if we can clear this up | | | | not information.D. Information is not stored, it is |
| by describing the characteristics of information | | | | produced.Information is produced and consumed |
| and end with a definition. This may all seem very | | | | as required. On the other hand, data can be |
| elementary, but the problem of requirements | | | | stored and retrieved as required. We have long |
| definition is very real. Perhaps a simple description | | | | touted the concept that:INFORMATION = DATA |
| of the properties of information may provide the | | | | + PROCESSINGThis simply means there are two |
| insight needed to adequately perform this vital | | | | basic variables in the production of information; |
| task.CHARACTERISTICSFirst, information is not | | | | data (the facts to be processed) and the process |
| synonymous with data. Data represents the facts | | | | itself (the logic). Assuming this is correct, if the |
| and events of a business consisting of primary | | | | data remains the same, but we change the |
| values (such as "Customer Number," "Unit Price," | | | | processing, then the |
| "Name," etc.) and generated values ("Percent | | | | information will be changed. Conversely, if the |
| Complete," "Net Profit," "Total Ordered," etc.). By | | | | processing remains the same, but we change the |
| itself, data is meaningless. It is only | | | | data, then the information will also be changed. |
| when it is put into a specific context, at a | | | | This means it is important to manage the |
| specific point of time, and delivered to a specific | | | | resources needed to produce information, which is |
| human-being, does data transform into | | | | the premise of Information Resource |
| information. From this perspective, let's consider | | | | Management (IRM). If we can control the |
| the fundamental characteristics of information:A. | | | | resources, we can manipulate them accordingly to |
| Information supports actions and/or business | | | | suit the information needs of the business. |
| decisions.This is a critical characteristic that is vital | | | | Therefore, "Information Management" is a |
| to define. If an action and/or business decision | | | | fallacious concept; we are not truly managing |
| cannot be made from the data presented, it is | | | | information as much as we are managing the |
| not information, it is just raw data. In this world | | | | resources needed |
| of application development there is a tendency to | | | | to produce it.E. Information changes.The actions |
| produce too much data and not enough | | | | decisions of the business are greatly influenced by |
| information.During my "PRIDE" classes I usually | | | | such things as: |
| illustrate this point by describing a "bookmaker" or | | | | Customers and Vendors |
| "bookie" (slang for someone who accepts wagers | | | | Government/political changes |
| on sporting events). Among the bookie's actions | | | | Economics and competition |
| decisions include paying off bets, and collecting on | | | | Market expansion/contraction |
| bets. Using a blackboard, I would write down the | | | | As an example, suppose the government |
| following scores:6 | | | | decides to impose a new regulation on a |
| 54 | | | | company's manufacturing process or institutes a |
| 3I would then ask the students to play the role | | | | trade embargo on a country the company does |
| of a bookie and asked them if what I wrote on | | | | business in. Inevitably, this will cause a change in |
| the blackboard could support their actions and | | | | the actions/decisions of the business, thereby |
| decisions. Of course they said, No, that they | | | | affecting information requirements.Let's also |
| needed more data; to which I wrote down:New | | | | consider the affect new shipping methods might |
| York - 6 | | | | have on keeping the company competitive. Again, |
| Chicago - 5Cincinnati - 4 | | | | this will undoubtedly affect the company's |
| Los Angeles - 3Still not satisfied, they wanted to | | | | information requirements.In a static world, |
| know what sport I was describing; to which I | | | | information requirements would not change. The |
| added:Sport: BaseballNew York - 6 | | | | reality is we live in a dynamic world. The more we |
| Chicago - 5Cincinnati - 4 | | | | know about our external influences, the better |
| Los Angeles - 3Since a city can have more than | | | | we can adjust and adapt our information |
| one team, they also wanted the | | | | requirements.F. Information is conveyed through |
| team names.Sport: BaseballNew York Yankees - | | | | outputs.Media such as screens, printed reports, |
| 6 | | | | and audio/video represents the human interface |
| Chicago White Sox - 5Cincinnati Reds - 4 | | | | by which information is transmitted. Hence, the |
| Los Angeles Dodgers - 3They also needed to | | | | temptation by a lot of developers to |
| know who the bettor was, so I added:Sport: | | | | think of outputs as the starting point for |
| BaseballNew York Yankees - 6 | | | | specifying information requirements. The business |
| Chicago White Sox - 5Cincinnati Reds - 4 | | | | rationale for the information is much more |
| Los Angeles Dodgers - 3Bettor: | | | | important than physically how it will be delivered. If |
| John Doe - $30 - New York Yankees - Odds: 3:1 | | | | we do not understand the rationale for the |
| 123 Main Street, Tel: 123/456-7890They then | | | | information, we will inevitably make erroneous |
| said they had the information needed to fulfill their | | | | conclusions regarding the outputs. Also consider |
| actions or decisions (e.g., they would pay $90 to | | | | this, there is not necessarily a one-to-one |
| John Doe for betting on the Yankees).This | | | | relationship between information requirements and |
| example demonstrates two things; first, | | | | outputs. One information requirement may be |
| information is data that is arranged in a specific | | | | implemented by multiple outputs, |
| context, and; second, it is based on the actions | | | | and one output may be used to satisfy multiple |
| and decisions to be supported. This means we | | | | information requirements.Knowing the relationship |
| must first have a clear understanding of the | | | | between information requirements and outputs, |
| actions and/or decisions to be supported before | | | | existing screens, reports, etc. provide a |
| we can determine the required data elements | | | | convenient road map for documenting |
| (primary or generated). This is an area commonly | | | | requirements. Simply ask the user what the |
| overlooked in application development. If we | | | | business purpose of the output is and what he |
| cannot act on it, than it is not information, it is | | | | she will do with the information (better yet, ask |
| just raw data.B. Information is a perishable | | | | him/her what would happen if you took the |
| commodity.Information has value at a specific | | | | output away).A DEFINITIONOkay, now that we |
| point in time. This is because we must make | | | | understand the characteristics of information, let's |
| certain actions/decisions on a timely basis; e.g., | | | | try to devise a definition:Information - the |
| daily, weekly, monthly, quarterly, annually, or upon | | | | understanding or insight gained from the |
| request. Using our example above, the bookie | | | | processing and/or analysis of data. Information is |
| requires his | | | | created as a result of the collection, processing |
| information daily; having it delivered weekly, | | | | and analysis of data in a prescribed manner. |
| monthly, or annually will not satisfactorily support | | | | Information supports specific business related |
| his actions/decisions. It thereby becomes | | | | actions and decisions. The accuracy of information |
| important to define "when" actions/decisions have | | | | depends on the validity and completeness of the |
| to be made.There are three attributes to | | | | data and the processing logic used. |
| timing:Frequency - specifies how often the actions | | | | CONCLUSIONIt is true that defining requirements |
| decisions have to be made; e.g.,4D - four times | | | | is the Achilles heel of any development project, |
| daily | | | | but a lot of people are vague or have different |
| 1W - once a week | | | | interpretations of what this means. In the "PRIDE" |
| 2Y - semiannually | | | | world, it means supplying the end-users with the |
| R - Upon Request (anytime the user wants | | | | necessary intelligence to support the actions |
| it)Offset - specifies when the cycle should begin; | | | | decisions of their end of the business. The more |
| e.g., | | | | we know about the business, the better we can |
| 8H - on the 8th hour (8:00am) | | | | service it; see:No. 77 - "Enterprise Decomposition" |
| 7D - on the seventh day (end of the week) | | | | - May 29, 2006 |
| Note: There is no scheduled offset when the | | | | on output specifications is nice but it doesn't |
| Frequency is "Upon Request").Response Time - | | | | supersede the need for accurately defining |
| specifies the maximum amount of time to deliver | | | | information requirements. Frankly, users do not |
| the information; e.g., | | | | particularly care what physical form outputs come |
| 5S - Five Seconds | | | | in; it is immaterial to them. All they are interested |
| 1D - One Day | | | | in is: Do they have the necessary information to |
| Note: This should not be confused as a measure | | | | support their actions/decisions; is it timely, and is it |
| of machine throughput.These timing attributes will | | | | accurate?It is fallacious to believe, "Users do not |
| ultimately influence the design of the system and | | | | know what they want." They may not know how |
| software. For example, if information is needed | | | | it physically should look or be delivered, but they |
| "Upon Request" with a five second response time, | | | | most definitely know what they want. You're just |
| than in all likelihood it will be an "interactive" type | | | | not asking the right questions.For more |
| of application. Conversely, a weekly process with | | | | information on this subject, see:No. 4 - "Defining |
| a one hour response time will likely result in a | | | | Information Requirements" - Dec 27, 2004 |
| "batch" process (maybe even a manual | | | | 29 - "Using Information Strategically" - June 20, |
| process).C. Information is a consumable | | | | 2005 |
| commodity.Information is received, acted on, and | | | | Bryce is the Managing Director of M. Bryce & |
| life moves on. But there is little point in having | | | | Associates (MBA) of Palm Harbor, Florida, a |
| information if it is not acted upon at the time it is | | | | management consulting firm specializing in |
| received. It means actions/decisions will not be | | | | Information Resource Management (IRM). Mr. |
| performed as required.This brings up a point, | | | | Bryce has over 30 years of experience in the |
| information is consumed by human beings, not by | | | | field. He is available for training and consulting on |
| machines. True, machines process data but only | | | | an international basis. |