1.6 IM Enablers

How to tie things together - people, process and technology?

Building strong IM systems doesn't start with technology alone, nor with people alone, nor with standalone processes. It requires the combination of people, processes, and technology working together in a coherent and integrated way.

The People, Process, and Technology (PPT) framework — originally developed as a general management concept — can be used to provide a simple but powerful way to understand what enables IM systems to function effectively, responsibly, and sustainably.

By applying the PPT framework to Information Management, we can better identify the key elements that must be strengthened to build resilient IM practices across the programme cycle.

1.6.1 What is the People, Process, and Technology (PPT) Framework?

The PPT framework is a well-known management model that explains how successful systems and organizations rely on the integration of three key elements: people, processes, and technology.

In the context of Information Management, the PPT framework helps illustrate that success depends on balancing:

People	The individuals who collect, manage, analyze, and use information — from field staff to IM specialists to decision-makers
Process	The rules, workflows, standards, and standard operating procedures (SOPs) that guide how information is handled throughout its lifecycle.
Technology	The digital tools, platforms, and infrastructure that support data collection, storage, sharing, analysis, and visualization.

When these three elements are aligned and strengthened together, IM systems can deliver accurate, timely, and ethical information for programming. If one pillar is missing or weak, the system struggles — regardless of how strong the other elements are.

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1.6.2 Why All Three Pillars Matter

If any one pillar is missing or underdeveloped, IM performance suffers:

❌ Strong people without clear processes leads to inconsistencies and mistakes. ❌ Strong tools without trained people leads to underutilization or misuse of technology. ❌ Clear processes without the right tools leads to inefficiencies, delays, and manual.

Note: IM governance — the rules and structures that define how people, processes, and tools work together — does not necessarily require complex new systems. Often, good governance simply formalizes and strengthens practices that teams already use informally.

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1.6.3 Checklist for Strengthening IM Enablers

• IM roles and responsibilities are clearly defined and assigned. [People]

• Staff are trained on responsible data management and data protection. [People]

• SOPs for key IM activities (data collection, storage, and sharing) are in place. [Processes]

• Regular data quality assessments are conducted following a standardised approach. [Processes]

• Suitable tools and platforms are in-place and configured in a secure and user-friendly way. [Tools]

• Data risks are identified and mitigation actions planned. [Crosscutting]

• Lessons learned from IM activities are captured and used to improve governance. [Crosscutting]

For organizations seeking to assess their level of maturity across People, Process, and Technology pillars, the IFRC Digital Maturity Framework offers a practical self-assessment tool. While it covers digital systems broadly, it can be adapted to inform IM governance and capacity planning.

⚠ Offices should aim to progressively strengthen all three pillars — people, processes, and technology — in an integrated and balanced way as operations scale and mature over time. Strong IM is not built overnight; it grows steadily when all three enablers are nurtured together.

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REFERENCES & FURTHER READINGS:

• IFRC (n.d). Digital Maturity Framework.