Project management methodology for implementing anelectronic document, library, knowledge or records management system Anastasia Govan Information Architect & Consulting Partner Whitehorse Strategic Group
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.
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
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)
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
1. Identifying risk areas• Information audits – Henczel• Legislation/regulations
2. Identifying lobbyists• General counsel – Adverse court decisions• CEO – Individual financial risk exposure• Senior managers meeting representative
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
4. Scoping the system• Site visits• Specifications for a compliant system• Systems development lifecycle• Information workflows• Data specifications
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.
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
8. Implementation• Buy or build• Desktop design• Server architecture• Software configuration• Security• Testing – the pilot phase• Training/change management• Timeliness/escalation points
10. Review• Independent audit• Signoff of project objectives• Guidelines for quality management system documentation
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
ContactAnastasia GovanConsulting Partner – Whitehorse Strategic Group 0428836405 firstname.lastname@example.orgAsia Pacific officeGPO Box 2096, Darwin, NT 0801Melbourne officeLevel 3, 5 365 Little Collins St, Vic 300003 9614 8510Co ordinator/Lecturer – Charles Darwin University08 89467736 email@example.comOnline Graduate Diploma courses