7 ECM Secrets

7 ECM Strategy Secrets

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ECM Strategy

ECM Practitioner

ECM Specialist

Case Study

AIIM ECM Certificate Programme

© AIIM | All rights reserved

3 © AIIM | All rights reserved

ECM Specialist Course Outline


1. Business Assessment

2. Business Strategy & Blueprint

3. Technology Assessment &

Blueprint

4. Governance

5. Roadmap & Project Plan

7. Design 10. Change Management

9. Deploy, Operate, Closeout

8. Develop, Test, Train

6. Foundation Activities


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Secret #1

 Understand what you are trying to accomplish.


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 On a scale of 1 to 10 (terrible to excellent), rate the effectiveness of your organisation in managing information.

Poor information effectiveness

© AIIM | All rights reserved 6

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Impact and perils of unmanaged content...

 Is the explosion of digital information making your organisation more effective or less effective?

 Can your employees find information when they need it?

 Can your employees collaborate on projects no matter where they are located in the world?

 Has your ability to document what your organisation did, why you did it, who did it, and when they did it gotten better or worse in the past 5 years?

 Can your customers find information when they need it?


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Creation outpaces management…

 Word, PowerPoint, Excel files

 JPEGs, TIFFs

 E-mails with attachments

 Business system documents

 …on the network on PCs, on sticks, on phones, on PDAs


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Resulting in: the enterprise content mess

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ECM is not…

 A single technology

 A black box

 A miracle cure

 Easy

 At the most fundamental level, it is about business and organizational processes, not just technology—and that’s complicated.


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Strategic information alignment framework

Add value

Minimise Risks

Reduce Costs

Create New Reality © AIIM | All rights reserved

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Secret #2

 View your ECM strategy and project within a discrete framework.


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MIKE2 Phases (description)

 Phase 1 - Business assessment

 Phase 2 - Technology assessment

 Phase 3 - Information management roadmap

 Phase 4 - Design increment

 Phase 5 - Incremental development, testing, deployment and improvement


14 © AIIM | All rights reserved 14

MIKE2: Phase 1

Source: http://mike2.openmethodology.org

Youarehere

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Secret #3

 Get off on the right foot.


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Aligning the project team


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IT Users Sponsor/ Stakeholders

Study

Pilot

Enterprise

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Strategic mobilisation

 Begins any ECM project, by focusing on strategy from the beginning with the sponsor and key stakeholders

 Tasks to cover


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Secret #4

 Identify, understand and engage the key players.


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Management

 Senior management  Overall responsibility for success of the organisation  Provide resources for the programme  Time, money, and staff  Ensure programme aligns with business needs and compliance requirements


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Management

 Business unit managers  Responsible for the operational efficiency of their areas  Ensure the programme meets their particular requirements  Ensure that the programme can be successful in their environment


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Legal

 Ensures that the organisation complies with legal and regulatory requirements

 Responds to legal, regulatory, or audit-related requests for information  Scope includes ALL information in the organisation

 Will need to review policies and instruments for legality


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Records managers

 Subject matter expert on records-related issues

 Creates records management instruments

 Provides guidance on classification schemes

 Performs administrative tasks relating to records management

 Not all content requires the rigour of “Records Management” however


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Librarians

 Trained professionals in Library Sciences can be key allies and experts

 Corporate librarians that are “e-savvy” may hold best skill set for classification and metadata purposes

 Subject matter expert on classification in broadest sense

 Can help to dramatically shorten metadata, taxonomy and findability work timeline


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Information technology (IT)

 Assesses existing IT architecture

 Identifies technical requirements

 Identifies technical issues with policies and procedures

 Installs and configures solutions


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End users

 Do the work of the organisation

 Will use the system to do that work

 Will create, access, and retrieve records

 If they do not like the system, they may not use it








Blueprint

4. Governance






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Secret #5

 Define and create a structure to understand information governance.


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Defining information goverance

 A set of formal and documented policies, procedures and rules that control how enterprise content will be managed potentially across its entire lifecycle, from the point of creation to ultimate destruction.


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Basic information governance structure

 Standalone document  Establishes policies, procedures and guidelines  Statement of Purpose  Naming conventions  Records – who and how?  Security  Permitted/supported formats and tools  Directory of all available information assets


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Localised information governance

 Localised governance  Inherits all polices and procedures of enterprise  Possible exceptions  Can follow same general format as the enterprise document








Blueprint

4. Governance






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Secret #6

 Understand that “change” has many dimensions.



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Respect

Trust Motivation

Vision

Four keys to assessing change readiness


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Respect

 Is the leadership that is recommending change respected?

 Are the employees impacted by the change respected?

 Are the consultants and business analysts respected by both?

 How is the respect expressed?


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Vision

 Whose vision?

 Is there a shared vision?

 Do employees, leaders, and change agents have the same interpretation of the vision?

 Is the vision realistic?

 Is the vision relevant?


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Trust

 Is leadership trusted?

 Are employees trusted?

 Is the reality of change exposed honestly and openly?

 Is there a history of mistrust?

 Are the consultants trusted?

 Do employees and leaders trust each other?


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Motivation

 What is the leadership’s motivation to change?  Motivation for change is normally stronger at the management level

 What is the employees’ motivation for change?

 Do these two reconcile?

 What is in it for me (WIIIFM)?


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Creating user “wins”

 Early wins create a “Yes” environment

 Leverage existing and new “super users”

 Wins should be clear cut

 Wins should bring benefits to all

 Wins should appear to come easily

 Even a big bang approach can be delivered via a series of smaller wins…


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Secret #7

 Maintain a sense of humor.


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