Whsg ala sept 2009 proj mgt methodology

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Whsg ala sept 2009 proj mgt methodology

  1. 1. Project management methodology for implementing anelectronic document, library, knowledge or records management system Anastasia Govan Information Architect & Consulting Partner Whitehorse Strategic Group
  2. 2. Why are governance structures important?• You can add new text slides by clicking on the „new slide‟ icon at top or by clicking Insert then New slide• You can use the multiple slide view at the bottom to copy and paste slides. ‘Effective knowledge management is neither panacea nor bromide; it is one of many components of good management’ [i](p. 56). [i] Davenport, T.H., Delong D.W., & Beers, M.C. (1998). Successful knowledge management projects. Sloan Management Review, 39, (2): 43-52.
  3. 3. Information management governance – how we manage‘It is the value added by people...that transforms data and information into knowledge’ p. 1[ii]. [ii] Davenport , T & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Cambridge, MA: Harvard Business School Press. Particularly pp 187-199
  4. 4. What am l covering today?“governance is a multi-faceted discipline that not only includesthe formulation and implementation of strategy, but theestablishment of systems and processes that enable effectiverisk management as well as legal and regulatory compliance.” ASX Corporate Governance Council (2003)“information governance is emerging as a critical competency” Gartner (2007)
  5. 5. Successful steps for implementing EDRMSA project management framework encompassing the following steps: • identify your business requirements • obtain support of senior management • scan the market • implement your framework • select • procure • design • implement pilot (rollout and training) • review • full implementation (rollout and training) • external audit
  6. 6. 1. Identifying risk areas• Information audits – Henczel• Legislation/regulations
  7. 7. 2. Identifying lobbyists• General counsel – Adverse court decisions• CEO – Individual financial risk exposure• Senior managers meeting representative
  8. 8. 3. Securing the funds• The Business Case RECOMMENDATION EXECUTIVE SUMMARY CONTENTS PAGE 1. PROJECT DESCRIPTION 2. REASONS FOR THE PROJECT 3. ALTERNATIVE OPTIONS 4. INVESTMENT ANALYSIS Net Present Value Benefits realisation - Value case 5.CONSISTENCY WITH STATEMENT OF CORPORATE INTENT 6.CONSISTENCY WITH CORE BUSINESS AND THE ORGANISATIONS BUSINESS PLAN 7. PUBLIC IMPACT 8. ENVIRONMENTAL IMPACT 9. LEGISLATIVE OBLIGATIONS AND REGULATORY ISSUES TO COMPLY WITH 10. RISKS 11. STAFF INFORMATION 12. SPECIFICATIONS 13. KEY PERFORMANCE INDICATORS CONCLUSION ATTACHMENTS/APPENDICES Attachment A Cost benefit analysis of options Attachment B. EDMS Value case Attachment C. Proposed server architecture Attachment D. High level project timeline Attachment E. Proposed high level project schedule Attachment F Project staffing structure
  9. 9. 4. Scoping the system• Site visits• Specifications for a compliant system• Systems development lifecycle• Information workflows• Data specifications
  10. 10. 5. Canvassing vendors• Moreq checklist• Vendor visits• Shortlisting Organisations need Organisation Tenderer 1 Tenderer 2 xyz Weig Cost Weig Cost Weig Cost ht ht ht Qualified staff Number of databases available Copy catalogue time etc.
  11. 11. 6. Project governance structures• Folder hierarchy » Build » Servers » Software » Licenses » Change management » Training » Communications » Implementation » Planning » Procedures » Project office » Finances » Budgets » Contracts » Invoices » Data migration » Documentation » Governance » Meetings » Date of meeting » Date of meeting » Personnel (staff) » Project schedule » Reporting » Research » Review » Testing
  12. 12. 6. Project governance structures• Budgets Table 1 Information Management System Components Hardware PCs 50 $1,700 Network Cards 2 $3,000 Color Laser Printers 3 $5,500 Color Laser Plotters 2 $3,100 Telecommunications Tape Backup 1 $1,200 Cabling w/plugs 2,000 feet $0.75/foot Routers w/Firewall 2 $500 Switches 2 $700 Telephone Connection Costs $5,000 (first year only) Software IMS Software 50 licenses $3,500/license Database 50 licenses $80 Network 50 licenses $70 Office Software 50 licenses $250/license Services In-house Trainer 1 $50,000/year IMS Training 50 hours $75/hour In-house Systems Personnel 1 $75,000 Table 2 Estimated Annual Maintenance Costs PCs $5,000 Network cards $500 Servers $1,000 Color laser printers $500 Scanners $500 Tape Backup $500 Cabling w/plugs (in feet) $100 Routers w/firewall $100 Switches $100 Telephone connections $1,000 IMS software $1,000 Database $500 Network $500 Office software $1,000 In-house trainer $50,000 IMS training $1,000 In-House systems personnel $75,000
  13. 13. 7. Procurement• Tender comparison table• Contract
  14. 14. 8. Implementation• Buy or build• Desktop design• Server architecture• Software configuration• Security• Testing – the pilot phase• Training/change management• Timeliness/escalation points
  15. 15. 10. Review• Independent audit• Signoff of project objectives• Guidelines for quality management system documentation
  16. 16. Successful steps for implementing EDRMSA project management framework encompassing the following steps:• identify your business requirements• obtain support of senior management• scan the market• implement your framework• select• procure• design• implement pilot (rollout and training)• review• full implementation (rollout and training)• external audit EDRMS 0-GO Manual & training sessions available
  17. 17. ContactAnastasia GovanConsulting Partner – Whitehorse Strategic Group 0428836405 agovan@whitehorsestrategic.comAsia Pacific officeGPO Box 2096, Darwin, NT 0801Melbourne officeLevel 3, 5 365 Little Collins St, Vic 300003 9614 8510Co ordinator/Lecturer – Charles Darwin University08 89467736 ana.govan@cdu.edu.auOnline Graduate Diploma courses

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