Agenda1. Introduction (5 minutes)2. Building the Business Case for ECM (5 minutes)3. How is ECM Different? How Can This Lead to Failure? (10 minutes)4. Picking Up the Pieces (15 minutes)5. Building an ECM Governance Plan (10 minutes)6. Discussion, Questions and Wrap Up (5 minutes)
Building the Business Case forEnterprise Content Management
Why ECM?In 18th century it was estimated that a week’s worth of New York Timescontained more information than a person was likely to come across ina lifetime The number of text messages sent and received every day exceeds the population of the planet Over 170 billion emails are sent daily That’s 2 million every second In 1930, information content was doubling approximately every 30 years By 2011 it will be doubling every 11 hours Sources: Gartner Group, Accenture
Why ECM?Costs of Mismanaged Information • 7.5% of documents are lost forever • Managers spend an average of 6 - 8 weeks a year searching for or waiting on misfiled, mislabeled, untracked or lost documents • Large organizations lose a document every 12 seconds Source – Cuadra AssociatesOne division of a large oil and gas company
ECM – The Story So FarThe Records Management Problem:1. Keeping what we need to keep2. Not keeping what we don’t need to keep3. Knowing when we’ve successfully achieved the first two steps! • This is even more challenging in the age of electronic information and ad hoc collaboration • “Email is the worst form of collaboration ever invented except for all the others.”
Question• Who has deployed ECM?• Did it meet your expectations? Why or why not?
How is ECM Different? Why do Some ECM Implementations Fail?
How is ECM Different?Understanding the reasons for failed projects requiresan understanding of how ECM is different from other IT systems
How is ECM Different?1. ECM is about managing information, not just storing it • ECM is not just another technology implementation • Users must understand not only how but why • Requires different rules – may be used for all content or only certain content • Requires an understanding of information lifecycle and context in which it will be used
How is ECM Different?2. ECM is (perceived to be) optional • Users have a choice • ECM is not the same as an accounting system • Done well, ECM can provide a significant competitive advantage3. ECM is everywhere • Shared drives • Email • Formal ECM systems (often more than one) • Records management (physical and electronic)
How is ECM Different?4. ECM changes ingrained work habits • File / Save As • Initially, can have a negative impact on productivity Can lead to pushback from end users and, through their bosses, to senior management • Users developed own filing systems for email and other documents • Organizational benefits may be clear, but end user community may not see What’s In It For Me? • Impacts many business processes: Correspondence, AP/AR, Budgeting, Contracts, Maintenance, Marketing, Projects, etc.
Top 10 Reasons for Failure1. Underestimated the impact on business processes and organizational structures (esp. senior level sponsorship)2. Did not train users appropriately3. Project derailed by internal politics4. Did not implement adequate governance processes5. Underestimated effort to migrate content6. Scope creep7. Low user acceptance / poor design8. Taxonomy concerns9. Narrow focus (single business unit only)10. Poorly defined business case Source: aiim.org
Picking up the Pieces
Rescuing ECMConsiderations • Even though ECM is different from other applications, basic project management rules still apply • There’s no such thing as “perfect” – ECM should evolve as your organization changes and processes mature • Do your best to respect the work done to date and the people who did it – play nice!
Rescuing ECM1. Understand the current state of ECM • What is the stated goal of the existing implementation? • Are some groups successful? Why? • What technologies have been implemented to date? • What training is in place? • What governance structures are in place? Are they working well?
Rescuing ECM2. Determine who owns ECM in your organization • At a minimum this should be a departmental owner (but this will limit scope, scale and success) • Ideally should be sponsorship at the senior level • If no one steps up to sponsor ECM initiatives, seriously consider stopping all further ECM deployments
Rescuing ECM 3. Start the process of rebuilding your strategy • Ensure broad stakeholder engagement Senior management, functional managers, end users, records management team, compliance / regulatory team, technical teamStakeholder definition documentGroup Name Group Lead Change Agent (s) Super User (s) Group Membership Communication Event Training RequirementExecutive Sponsor Jane Smith, Executive Nilesh Gupta N/A – Sponsor Jane Smith, Sara Jones, • Monthly Report Not applicable. Vice President group, not a Nilesh Gupta • Information Package Sarah Jones, VP deployment group Planning and StrategyMaintenance and Tim Wagner, SVP Trina Busby, Chief David Keith, Jennifer Ross, Engineering • Kick off meeting to inform the • DemoProjects Shared Drive Maintenance and Engineer Maintenance Document Tech leads of what to expect during • One-on-one sessionMigration Project Projects and Projects Controller Joe Smith , Maintenance the project. • May require hands-on class Tech • Link to project web page room session for some Mark A Hodson, • Printed project information pkg business processes but likely Maintenance Tech won’t need all the training • Monthly update via email from Maureen Clark, Admin Project Sponsor that is produced Assistant • Will be informed of all • Requirements summary report, printed and delivered by sessions internal mail • End-users that require • Surveys, online and on paper hands-on, context specific training will be identified • Monthly FAQ, via project web through the ECM Project for page Group B Training Plan
Rescuing ECM3. Rebuilding your strategy (cont’d) • Work with your Sponsor to craft an ECM Vision Statement:Our ECM Program facilitates efficient and reliableoperations by providing strategy, processes andtechniques to support information access, sharing, andsecurity. This puts the right information in the hands ofthe right staff at the right time to maximize safety,efficiency and reduce costs.
Rescuing ECM4. Create an ECM Office • Responsible for implementation of ECM • Program management approach Projects deliver capabilities, programs deliver benefits • Align ECM activities with strategic direction of the organization • Mission: Increase ability of personnel to use ECM tool Enhance transparency through better communication and training; strong change management focus Improve deployment processes to better support business requirements
Rescuing ECM4. Create an ECM Office (cont’d)Objectives • Maximize use of ECM in areas where it has already been implemented • Implement (or re-implement) ECM in areas where it is underutilized or not deployed • Coordinate all ECM activities including deployments and change management
Rescuing ECM4. Create an ECM Office (cont’d)Roles (Some users have multiple roles) • Program Sponsor • Super User(s) • Program Manager • Records Management • Project Sponsor(s) • Change Management • Business Owner(s) • Developer(s) • Project Manager(s) • Tech Support • Business Analyst(s) • Vendor Rep • Business Representative(s) • Trainer(s)
Rescuing ECM5. Execute projects • Likely to find one or more “quick wins” Not necessarily easiest projects to implement but ones with highest value to organization • Look for areas with strong business need and partial success • Focus on change management, communication and training • Empower end users (create “experts” in each area) • Lesson learned – initial ECM implementation was likely not a complete failure; build on successes and address issues
Rescuing ECM6. Governance • Start developing clear policies for content management Review and revise policies for content management or develop where they don’t exist) • Use projects to develop procedures incrementally • Clear accountability and ownership of governance processes • Work with existing governance teams; re-use existing policies and procedures wherever possible • Align ECM with performance goals; audit system use and compensate based on contribution to ECM system
Rescuing ECM7. Benefits RealizationObjective – Define the project objective Measure 1 – Define qualitative / quantitative measures Measure 2 – Measure 3 – Realization – The project or process implemented to realize the benefits that map to the objective.
Rescuing ECM7. Benefits Realization (con’t) • Work with sponsors to create meaningful metrics • Track and report on metrics to sponsors; trending over time is key • Use findings to guide focus areas • Revise / iterate metrics on at least an annual basis • Examples: Number of new users Number of versions created Number of searches executed Number of net new documents created
But What About Technology?• Technology doesn’t matter, it just has to work HOWEVER• Poorly deployed technology can seriously limit user adoption• Work closely with your vendor to get it right the first time• Build skills in house to keep systems working well Information Architect role is key
Building an ECMGovernance Plan
What is Governance?• Governance relates to decisions that • Define expectations • Grant power • Verify performance• Governance also relates to • Consistent Management • Cohesive policies • Processes• Most important: Fit with organizational culture • What should be governed? • Who should determine governance policies? • How should governance be implemented?
ECM GovernanceObjectives • Set clear rules so your organization can take full advantage of benefits of ECM • Ensure processes and procedures are clear and well understood • Ensure information is secure • Ensure information is accessible • Ensure ECM system can adapt to changing needs of your organization
ECM GovernanceRole of an ECM Governance Group • Develop and apply rules about how the system is to be used • Where do users save their documents? • Which emails should be stored in the system? • Can I delete documents? When? • What is the approval process for access to a document / folder / workspace? • What is the approval process for changes to the document taxonomy?
ECM GovernanceSample ECM Governance DocumentsPolicies Procedures• Email policy • New user training procedure• Paper scanning policy • Document naming conventions• Backup / recovery policy • Records disposition procedure• Records retention policy (including disposition of backup copies)• Metadata policy • Searching / browsing and information• Security and access policy retrieval• User support policy (service level • Creation of new folders / workspaces agreements) • Functional process procedure (eg.• Remote access policy (home users Contract management) and partners / vendors) • Auditing procedure• Electronic file format Some content courtesy: aiim.org
ResourcesAssociation for Information and Image Management (AIIM)http://www.aiim.orgAssociation for Records Managers and Administrators (ARMA)http://www.arma.orgInformation Zenhttp://www.informationzen.orgECM Network Bloghttp://networks.feedburner.com/ecmnetworkC3 Associates ECM Bloghttp://www.c3associates.com/blog
ECM Health CheckAnswer the following questions to assess the health of your ECM program. If you answer No to any ofthe following questions your ECM program is likely not meeting your stated goals.1. We know who owns ECM within our organization Yes / No2. If yes to Question 1 – The ECM owner has the full support of senior Yes / No management3. We understand the business case for ECM in our organization Yes / No4. We have a clear document taxonomy that is well understood by our Yes / No user community5. We have a good understanding of the effort required to migrate our Yes / No legacy content into our ECM system (i.e. understand volume and value of existing content)6. We have established a comprehensive training program that Yes / No includes information about the business context in which the system is to be used7. The onboarding process for new users is clear and well-established Yes / No8. Our users understand how and why they are using our ECM Yes / No system
Thank You!Click to edit Master title style Greg Clark firstname.lastname@example.org B: 403 775 4651 x.100 C: 403 863 5998 Content + Context = CollaborationTM