The document provides an agenda and presentation materials for an ECM rescue presentation. The presentation discusses how to recover from a failed ECM implementation by establishing clear governance, rebuilding strategy and focus, creating an ECM office to manage projects, and focusing on change management and user adoption. It emphasizes understanding existing problems, crafting a new vision and metrics to measure success, and implementing projects incrementally to build on past successes.
2. Agenda
1. 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)
4. Why ECM?
In 18th century it was estimated that a week’s worth of New York Times
contained more information than a person was likely to come across in
a 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
5. 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 Associates
One division of a large oil and gas company
6. ECM – The Story So Far
The Records Management Problem:
1. Keeping what we need to keep
2. Not keeping what we don’t need to keep
3. 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.”
7. Question
• Who has deployed ECM?
• Did it meet your expectations?
Why or why not?
8. How is ECM Different? Why do Some
ECM Implementations Fail?
9. How is ECM Different?
Understanding the reasons for failed projects requires
an understanding of how ECM is different from other
IT systems
10. 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
11. 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 advantage
3. ECM is everywhere
• Shared drives
• Email
• Formal ECM systems (often more than one)
• Records management (physical and electronic)
12. 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.
13. Top 10 Reasons for Failure
1. Underestimated the impact on business processes
and organizational structures (esp. senior level
sponsorship)
2. Did not train users appropriately
3. Project derailed by internal politics
4. Did not implement adequate governance processes
5. Underestimated effort to migrate content
6. Scope creep
7. Low user acceptance / poor design
8. Taxonomy concerns
9. Narrow focus (single business unit only)
10. Poorly defined business case Source: aiim.org
15. Rescuing ECM
Considerations
• 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!
16.
17. Rescuing ECM
1. 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?
18. Rescuing ECM
2. 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
19. 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 team
Stakeholder definition document
Group Name Group Lead Change Agent (s) Super User (s) Group Membership Communication Event Training Requirement
Executive 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 Strategy
Maintenance and Tim Wagner, SVP Trina Busby, Chief David Keith, Jennifer Ross, Engineering • Kick off meeting to inform the • Demo
Projects Shared Drive Maintenance and Engineer Maintenance Document Tech leads of what to expect during • One-on-one session
Migration 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
20. Rescuing ECM
3. Rebuilding your strategy (cont’d)
• Work with your Sponsor to craft an ECM Vision
Statement:
Our ECM Program facilitates efficient and reliable
operations by providing strategy, processes and
techniques to support information access, sharing, and
security. This puts the right information in the hands of
the right staff at the right time to maximize safety,
efficiency and reduce costs.
21. Rescuing ECM
4. 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
22. Rescuing ECM
4. 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
23. Rescuing ECM
4. 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)
24. Rescuing ECM
5. 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
25. Rescuing ECM
6. 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
26. Rescuing ECM
7. Benefits Realization
Objective – 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.
27. Rescuing ECM
7. 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
28. 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
30. 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?
31. ECM Governance
Objectives
• 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
33. ECM Governance
Role 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?
34. ECM Governance
Sample ECM Governance Documents
Policies 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
35. Resources
Association for Information and Image Management (AIIM)
http://www.aiim.org
Association for Records Managers and Administrators (ARMA)
http://www.arma.org
Information Zen
http://www.informationzen.org
ECM Network Blog
http://networks.feedburner.com/ecmnetwork
C3 Associates ECM Blog
http://www.c3associates.com/blog
36. ECM Health Check
Answer the following questions to assess the health of your ECM program. If you answer No to any of
the following questions your ECM program is likely not meeting your stated goals.
1. We know who owns ECM within our organization Yes / No
2. If yes to Question 1 – The ECM owner has the full support of senior Yes / No
management
3. We understand the business case for ECM in our organization Yes / No
4. We have a clear document taxonomy that is well understood by our Yes / No
user community
5. 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 used
7. The onboarding process for new users is clear and well-established Yes / No
8. Our users understand how and why they are using our ECM Yes / No
system
37. Thank You!
Click to edit Master title style
Greg Clark
greg.clark@c3associates.com
B: 403 775 4651 x.100
C: 403 863 5998
Content + Context = CollaborationTM