|
|
| Line 3: |
Line 3: |
| | *[[Hazards and Processes]] | | *[[Hazards and Processes]] |
| | *[[Information Management Needs Assessment]] | | *[[Information Management Needs Assessment]] |
| − |
| |
| − | ==Information Management Needs Assessment==
| |
| − |
| |
| − | Before installing IMSMA<sup>NG</sup>, information managers should have an understanding of the information management needs of their programmes and the workflows that are used. Then they can begin designing the information workflow in IMSMA<sup>NG</sup> to meet those needs. The table below lists the information management concepts to review along with the possible resources that may be available to help assess the needs.
| |
| − |
| |
| − | {| class="wikitable"
| |
| − | |+ Information Management Needs Assessment
| |
| − | ! Information Management Concept
| |
| − | ! Possible Resources
| |
| − | |-
| |
| − | | <b>Sources of Information</b>
| |
| − | * Reports collected from mine action actors
| |
| − | * Existing databases
| |
| − | |
| |
| − | * <b>Data collection forms:</b> Programs often have existing data collection forms or spreadsheets that describe what information must be collected from operators or key stakeholders. These forms can serve as the basis for data collection forms in IMSMA<sup>NG</sup>. It is important, however, to critically assess the information provided by these forms since existing forms may not accurately reflect current data collection needs and may have more information than necessary.
| |
| − | * <b>Information systems:</b> Whether databases, spreadsheets or GIS, existing information systems can provide a key source of information requirements for IMSMA<sup>NG</sup>. Often, these information systems document the specific information the programs must collect and report on and so serve as a valuable source for detailing information needs.
| |
| − | * <b>Information consumers:</b> It is important to collect information about decisions made in mine action programs by interviewing consumers of information. Often, existing data collection forms, reports and systems do not fully represent the needs of the consumers or users of this information. While implementing IMSMA<sup>NG</sup>, it is an ideal time to readdress the needs of these information users to determine how additional requirements can easily be met using IMSMA<sup>NG</sup>.
| |
| − | |-
| |
| − | | <b>Key decisions requiring information</b>
| |
| − | * Prioritizing
| |
| − | * Tasking
| |
| − | * Operations and planning
| |
| − | | <b>Mine action processes:</b> Assessing existing and planned processes and their required information is a key source of information for this activity and allows the IMSMA<sup>NG</sup> system to be customized to accurately support these processes. It is important, however, that these processes map to the actual operational needs of the mine action programme and are not created without relating to operational needs.
| |
| − | |-
| |
| − | | <b>Output reports</b>
| |
| − | * Monthly progress reports
| |
| − | * Statistical reports
| |
| − | * Treaty obligations
| |
| − | | <b>Reports:</b> Donor reports, monthly or quarterly reports, statistical reports, reports supporting the Ottawa convention and other reports provide details about information that must be collected and managed in IMSMA<sup>NG</sup>.
| |
| − | |}
| |
| | | | |
| | ===IMSMA Workflows and Business Rules=== | | ===IMSMA Workflows and Business Rules=== |
Revision as of 15:50, 8 August 2012
The practice of information management in mine action is similar to information management in other fields. Information managers collect, process and analyse information to support operational activities, planning and reporting. Information management is not an end in itself; rather, it is an activity that supports the primary goal of mine action: reducing the impact of hazards on civilian populations.
IMSMA Workflows and Business Rules
Rather than establishing one workflow that all programmes must use, IMSMANG allows information managers to establish their own programme-appropriate workflows and business rules to better support their specific needs. To document their programme-specific workflows, information managers describe the processes undertaken on each object in IMSMANG and the outputs or products from the processes. Typically, these workflows relate to the various categories of hazards and hazard reductions, but they can also be applied to other IMSMANG items as appropriate.
During this step, information managers map the process that each hazard goes through as it is cleared or its impact is otherwise reduced. Using a combination of the relevant hazard types, status values and relationships, information managers design an information workflow that will be implemented as standard operating procedures (SOPs) for data entry and analysis. Some programmes may have only one process for all categories of hazards while other programmes may have three or more processes. See Understanding IMSMA Information Model for more information.
Document the following decisions about information workflows and business rules:
- Workflow process for each hazard type including which processes or reductions are done on which types
- Outputs or results of hazard reduction processes on hazards including the resulting status and type changes
- Progress tracking process
