Built For SuccessCreating an Effective IM Organization Structure                                              Prepared for...
Overview– Management Consulting firm focused exclusively on  Enterprise Content Management (ECM) and Information  Manageme...
Mission                             Our MissionObjectively help our clients define and implement Information Management   ...
IM Org Structures Explained          ©2012 C3 Associates, Inc.
What most people think it is…         ©2012 C3 Associates, Inc.
Complicated.    ©2012 C3 Associates, Inc.
What it definitely is not…       ©2012 C3 Associates, Inc.
©2012 C3 Associates, Inc.
What it really is…   ©2012 C3 Associates, Inc.
©2012 C3 Associates, Inc.
©2012 C3 Associates, Inc.
Trends and Challenges in Content          Management             ©2012 C3 Associates, Inc.
The Enterprise Information                                                             ChallengeInformation Locked In Silo...
The Records              2. Not1. Keeping                  Management                  keeping   what we                  ...
Business DriversOperational                  Culture                                       Regulatory                 Liti...
IM – The Story So FarThe Solution(?)                  ©2012 C3 Associates, Inc.
Source: McKinsey, “Six Ways to Make Web 2.0 Work”©2012 C3 Associates, Inc.
©2012 C3 Associates, Inc.   Source: John Mancini, AIIM 2012 Keynote
– Consumerization of IT   If I can do it at home,   why can’t I do it at   work?– IS group feels the  need to respond to  ...
Building a Capable, Flexible and      Responsive IM Team             ©2012 C3 Associates, Inc.
How Big Should Your   IM Team Be?       ©2012 C3 Associates, Inc.
It depends… ©2012 C3 Associates, Inc.
Recruiting TalentWho should be on your IM team?– Subject matter experts from information-rich business  functions are good...
Your IM Team– The following roles are a starting point, specific team  and roles must be tailored to your organization  – ...
Roles               Steering Committee               • A “Board of Directors” for                 your IM Program; should ...
Roles              Program Sponsor              • IM “champion” at Executive                level              • Ensures p...
RolesProgram Manager• Drives creation and execution of IM  strategy• The “face” of the IM program;  Liaison between sponso...
RolesProject Manager• Responsible for establishing scope, budget,  timeline, deliverables, communication, test  and traini...
RolesInformation Architect• Lead creation of information architecture  (metadata model, security model, folder  structure)...
RolesSolution Architect• Subject Matter Expert in the IM tools in  used in your organization• Designs technical solution p...
Roles         Information Governance Team         • Governance - Lead the           development of policies,           pro...
Roles         Change Management, Training         and User Support         • Change Management – Design           and impl...
Roles         Subject Matter Experts         • Each industry will have specific           IM skill requirements (Eg.      ...
Roles         Expert Users         • Members of the business         • Form part of your Expert User           community g...
RolesTechnical Team• Implement technology, build technical solutions  and provide overall technical guidance  (architectur...
Sample Organizational Structures             ©2012 C3 Associates, Inc.
Large Organization – 10,000+ Employees                                         ?                                          ...
©2012 C3 Associates, Inc.
Small Organization – ~500 Employees Steering                                 Manager -Committee                           ...
Conclusion  ©2012 C3 Associates, Inc.
©2012 C3 Associates, Inc.
Conclusion– Primary role of your IM team is to meet business  needs– IM expertise is critical   – Flexibility is key   – A...
Thank You!Greg Clarkgreg.clark@c3associates.com(403) 863-5998www.c3associates.com@GregClarkC3                     ©2012 C3...
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AIIM West - Built for Success - Creating an Effective IM Org Structure - 2012 11 08

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There are many options when creating an organization structure for your information management program. You need to consider organizational objectives, information management maturity and most of all, cultural fit. C3 Associates Principal Greg Clark will discuss the roles and responsibilities common to most successful informaton management teams and talk about how to create an oganization structure that will work for you.

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AIIM West - Built for Success - Creating an Effective IM Org Structure - 2012 11 08

  1. 1. Built For SuccessCreating an Effective IM Organization Structure Prepared for Greg Clark, MBA November 8, 2012 ©2012 C3 Associates, Inc.
  2. 2. Overview– Management Consulting firm focused exclusively on Enterprise Content Management (ECM) and Information Management (IM) – Calgary based, Calgary focused– Vendor neutral with strong expertise in all major ECM platforms – Focus on business case and business alignment first, technology second– Always act in the best interests of our clients – Sometimes more software is not the answer – Sometimes more consulting is not the answer– Awards and recognition – Alberta Venture Fast Growth 50 in 2011 and 2012 – Named one of Canada’s top 300 ICT firms in 2012 ©2012 C3 Associates, Inc.
  3. 3. Mission Our MissionObjectively help our clients define and implement Information Management strategies that enable operational excellence and support regulatory compliance ©2012 C3 Associates, Inc.
  4. 4. IM Org Structures Explained ©2012 C3 Associates, Inc.
  5. 5. What most people think it is… ©2012 C3 Associates, Inc.
  6. 6. Complicated. ©2012 C3 Associates, Inc.
  7. 7. What it definitely is not… ©2012 C3 Associates, Inc.
  8. 8. ©2012 C3 Associates, Inc.
  9. 9. What it really is… ©2012 C3 Associates, Inc.
  10. 10. ©2012 C3 Associates, Inc.
  11. 11. ©2012 C3 Associates, Inc.
  12. 12. Trends and Challenges in Content Management ©2012 C3 Associates, Inc.
  13. 13. The Enterprise Information ChallengeInformation Locked In Silos Information Overload Inefficient Business Processes Lost Opportunity Wasted Time Increased Costs Some content courtesy OpenText Corporation ©2012 C3 Associates, Inc.
  14. 14. The Records 2. Not1. Keeping Management keeping what we Problem what we need to keep don’t need to keep 3. Knowing when we’ve successfully achieved both of Associates, Inc. ©2012 C3 the above
  15. 15. Business DriversOperational Culture Regulatory Litigation Efficiency Compliance Risk • Support /• Internal Improve Management Information • Documents • Information is Systems Sharing Culture needed in support retained as long• Business/ of regulatory as needed but • Support Operational requirements are not longer Organizational documents Culture efficiently and (global retention globally stored and globally managed schedule) retrieved • Embed Good Information • Content efficiently Management duplication is• Streamlined Practices reduced processes through improved access to reliable content Efficiency / People Control / Risk Focus Focus ©2012 C3 Associates, Inc.
  16. 16. IM – The Story So FarThe Solution(?) ©2012 C3 Associates, Inc.
  17. 17. Source: McKinsey, “Six Ways to Make Web 2.0 Work”©2012 C3 Associates, Inc.
  18. 18. ©2012 C3 Associates, Inc. Source: John Mancini, AIIM 2012 Keynote
  19. 19. – Consumerization of IT If I can do it at home, why can’t I do it at work?– IS group feels the need to respond to business demand– Cost pressures, infrastructure pressures, compliance pressures Adapted by AIIM International from “Schoolboy” c. 1881 by Samuel Albrecht Anker ©2012 C3 Associates, Inc.
  20. 20. Building a Capable, Flexible and Responsive IM Team ©2012 C3 Associates, Inc.
  21. 21. How Big Should Your IM Team Be? ©2012 C3 Associates, Inc.
  22. 22. It depends… ©2012 C3 Associates, Inc.
  23. 23. Recruiting TalentWho should be on your IM team?– Subject matter experts from information-rich business functions are good internal candidates – IM skills are a must! – Ability to translate business information flows into IM design is the secret sauce– Need RM expertise but select for business acumen– Need IT expertise but select for business acumen– Technology is important but secondary to business drivers ©2012 C3 Associates, Inc.
  24. 24. Your IM Team– The following roles are a starting point, specific team and roles must be tailored to your organization – HR practices, organizational culture, project history and org structure restrictions will drive how you set up your IM team – You WILL work with other groups to implement IM (eg. IT infrastructure and security teams, Legal, HR, etc.)– Roles are technology-neutral– “Teams” can be a team of one – Multiple roles can be consolidated and performed by a single person ©2012 C3 Associates, Inc.
  25. 25. Roles Steering Committee • A “Board of Directors” for your IM Program; should be senior executives (ideally C-level) • Accountable for ensuring IM Program aligns to high- level business objectives of the organization • Help communicate IM objectives to their line teams©2012 C3 Associates, Inc.
  26. 26. Roles Program Sponsor • IM “champion” at Executive level • Ensures program deliverables meet the objectives of the project and deliver value to the organization • More actively involved in IM program; receives weekly updates at minimum • Reviews budget, provides guidance may approve budget©2012 C3 Associates, Inc.
  27. 27. RolesProgram Manager• Drives creation and execution of IM strategy• The “face” of the IM program; Liaison between sponsors, team and business users• Develop methodologies, best practices and templates to facilitate the establishment, delivery and maintenance of the program• Establishes and oversees vendor / partner relationships• Identify, track and act upon key metrics ©2012 C3 Associates, Inc.
  28. 28. RolesProject Manager• Responsible for establishing scope, budget, timeline, deliverables, communication, test and training plans• Input into governance activities; often implements governance projects, information architectureBusiness Analyst• Requirements gathering• Business taxonomy, security and community model design• User acceptance testing• Input into training design (may also deliver training)• Input into / participate in end user support ©2012 C3 Associates, Inc.
  29. 29. RolesInformation Architect• Lead creation of information architecture (metadata model, security model, folder structure)• Good opportunity to bring in outside expertise• Must work closely with the team and business stakeholders to ensure business outcomes are first and foremost in any design • Consider a “think global, act local” approach to Information Architecture ©2012 C3 Associates, Inc.
  30. 30. RolesSolution Architect• Subject Matter Expert in the IM tools in used in your organization• Designs technical solution per requirements gathered and may participate in configuring solution• May “live” in IT but must have strong understanding of business requirements and considerations• Frequent and open conversations between BA, IT and Solution Architect ©2012 C3 Associates, Inc.
  31. 31. Roles Information Governance Team • Governance - Lead the development of policies, processes, procedures, standards and guidelines required by the IM program • “Go to” team for information lifecycle questions (eg. exceptions to retention schedule) • May include traditional RM functions©2012 C3 Associates, Inc.
  32. 32. Roles Change Management, Training and User Support • Change Management – Design and implement change management and communications • Training – Plan, design and deliver end user training • User Support - Support adoption of IM practices and tools, including measurement, monitoring, post- implementation expert user plan and sustainment©2012 C3 Associates, Inc.
  33. 33. Roles Subject Matter Experts • Each industry will have specific IM skill requirements (Eg. Engineering document control, document imaging, regulatory approval process etc.) • Usually sourced from the business as internal consultants • Seconded from business or members of project team • Often become expert users • Outside expertise may be available©2012 C3 Associates, Inc.
  34. 34. Roles Expert Users • Members of the business • Form part of your Expert User community going forward • Specially trained to support local users and provide feedback to the IM team • Often create an online community for feedback • Regular face-to-face meetings • Focal point for continual improvement©2012 C3 Associates, Inc.
  35. 35. RolesTechnical Team• Implement technology, build technical solutions and provide overall technical guidance (architecture, technical standards etc.)• Working in conjunction with the IT infrastructure team, manage the platform• Availability, Backup and Recovery plans, Maintenance, Monitoring and Provisioning plans• Testing, testing, testing• Work closely with Business Analysts, Solution Architects and Change Management team to ensure technical solutions meet business needs (also that business needs are realistic and prudent with current technology) ©2012 C3 Associates, Inc.
  36. 36. Sample Organizational Structures ©2012 C3 Associates, Inc.
  37. 37. Large Organization – 10,000+ Employees ? VP Technical Operations and Competence Director Information and Knowledge Management Manager Manager Manager Manager Manager Asset Integrity Knowledge Information Projects and Document Control Management Management and Governance Operations (Structured Data) Collaboration Information Records Change Mgmt,BU Doc Control Lead BU Doc Control Lead Analysts Projects KM&C Analysts Governance Analyst Administrator Training and +/- 15 FTE +/- 15 FTE +/- 4 FTE Lead 2 FTE +/- 7 FTE +/- 15 FTE Support Trainers – 5 FTE BU Doc Control Lead BU Doc Control Lead Information BU Records PM/BAs Change Mgrs – 4 FTE +/- 15 FTE +/- 15 FTE Architect Coordinators +/- 8 FTE Suppt – 4 FTE ECM Infrastructure Solution and Development Architect System Admins, Developers +/- 15 FTE IT Department ©2012 C3 Associates, Inc.
  38. 38. ©2012 C3 Associates, Inc.
  39. 39. Small Organization – ~500 Employees Steering Manager -Committee Information Technology ECM Program Manager ECM Governance, Change Solution Designer Project Manager / Operations Team Management (Part Time) Business Analyst (Sys Admin, Developer, and Support Infrastructure) Project Manager / Business Analyst Vendor / Technical Partner Project Manager / Business Analyst ©2012 C3 Associates, Inc.
  40. 40. Conclusion ©2012 C3 Associates, Inc.
  41. 41. ©2012 C3 Associates, Inc.
  42. 42. Conclusion– Primary role of your IM team is to meet business needs– IM expertise is critical – Flexibility is key – Avoid “Technology X is the answer, now what’s the question?” problem– Your IM org structure must meet the unique needs and culture of your organization ©2012 C3 Associates, Inc.
  43. 43. Thank You!Greg Clarkgreg.clark@c3associates.com(403) 863-5998www.c3associates.com@GregClarkC3 ©2012 C3 Associates, Inc.

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