
xxxii Organization of This Book
Representations of processes with work flow diagrams, or swim lanes, or
levels of hierarchies do not adequately represent the interdependence of all
parts of the Enterprise as a single system or ensemble that must work together,
holistically. Even the term “value chain” no longer is adequate, for it still conveys
separateness in the links of the chain.
I am often asked how many people there should be in the Information Quality
Management Team. The answer is the same number as the number of employees,
full- or part-time, including consultants, contract personnel, as well as those in
outsourced or offshored entities that perform work required for your Enterprise
to accomplish its Mission.
Everyone in the Enterprise has one or more specific accountabilities for
Information Quality based on their role and relationship to Information. Everyone
in the organization is tasked with identifying and improving broken infor-
mation processes, as outlined in Chapter 3, “Establishing and Sustaining the
Information Quality Environment.”
Organization of This Book
This book is divided into three parts, beginning with a description of the proven
principles of Quality Management, and then delving into the Six Processes
of the TIQM Quality System for Total Information Quality Management.
Finally, you learn to apply TIQM to seven core processes required for business
effec