7 ECM Secrets
Upcoming SlideShare
Loading in...5
×
 

7 ECM Secrets

on

  • 4,756 views

My closing presentation at the AIIM road show. Not really "secrets" -- more like 7 things to consider when starting an ECM project -- especially the "intangibles". Drawn from the AIIM ECM Specialist ...

My closing presentation at the AIIM road show. Not really "secrets" -- more like 7 things to consider when starting an ECM project -- especially the "intangibles". Drawn from the AIIM ECM Specialist training. http://www.aiim.org/training.

Statistics

Views

Total Views
4,756
Views on SlideShare
4,730
Embed Views
26

Actions

Likes
9
Downloads
370
Comments
0

5 Embeds 26

http://unitofanalysis.wordpress.com 13
http://www.slideshare.net 5
http://www.linkedin.com 4
http://www.lmodules.com 3
https://twitter.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

7 ECM Secrets 7 ECM Secrets Presentation Transcript

  • 7 ECM Strategy Secrets
  • AIIM ECM Certificate Programme ECM ECM ECM Case Study Strategy Practitioner Specialist © AIIM | All rights reserved 2
  • ECM Specialist Course Outline 1. Business 4. Governance 7. Design 10. Change Assessment Management 2. Business 5. Roadmap & 8. Develop, Test, Strategy & Project Plan Train Blueprint 3. Technology 6. Foundation 9. Deploy, Assessment & Activities Operate, Blueprint Closeout © AIIM | All rights reserved 3
  • © AIIM | All rights reserved
  • Secret #1  Understand what you are trying to accomplish. © AIIM | All rights reserved 5
  • Poor information effectiveness  On a scale of 1 to 10 (terrible to excellent), rate the effectiveness of your organisation in managing information. © AIIM | All rights reserved 6
  • Impact and perils of unmanaged content...  Is the explosion of digital information making your organisation more effective or less effective?  Can your employees find information when they need it?  Can your employees collaborate on projects no matter where they are located in the world?  Has your ability to document what your organisation did, why you did it, who did it, and when they did it gotten better or worse in the past 5 years?  Can your customers find information when they need it? © AIIM | All rights reserved 7
  • Creation outpaces management…  Word, PowerPoint, Excel files  JPEGs, TIFFs  E-mails with attachments  Business system documents  …on the network on PCs, on sticks, on phones, on PDAs © AIIM | All rights reserved 8
  • Resulting in: the enterprise content mess 9
  • ECM is not…  A single technology  A black box  A miracle cure  Easy  At the most fundamental level, it is about business and organizational processes, not just technology—and that’s complicated. © AIIM | All rights reserved 10
  • Strategic information alignment framework Add value Minimise Reduce Risks Costs Create New Reality © AIIM | All rights reserved 11
  • Secret #2  View your ECM strategy and project within a discrete framework. © AIIM | All rights reserved 12
  • MIKE2 Phases (description)  Phase 1 - Business assessment  Phase 2 - Technology assessment  Phase 3 - Information management roadmap  Phase 4 - Design increment  Phase 5 - Incremental development, testing, deployment and improvement © AIIM | All rights reserved 13
  • MIKE2: Phase 1 You
are
here
 Source: http://mike2.openmethodology.org © AIIM | All rights reserved 14
 14
  • Secret #3  Get off on the right foot. © AIIM | All rights reserved 15
  • Aligning the project team Sponsor/ Users IT Stakeholders Name Name Name Title Title Title Study Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Name Name Title Title Title Pilot Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Name Name Title Title Title Enterprise Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title Name Title © AIIM | All rights 16 reserved
  • Strategic mobilisation  Begins any ECM project, by focusing on strategy from the beginning with the sponsor and key stakeholders  Tasks to cover © AIIM | All rights reserved 17
  • Secret #4  Identify, understand and engage the key players. © AIIM | All rights reserved 18
  • Management  Senior management  Overall responsibility for success of the organisation  Provide resources for the programme  Time, money, and staff  Ensure programme aligns with business needs and compliance requirements © AIIM | All rights reserved 19
  • Management  Business unit managers  Responsible for the operational efficiency of their areas  Ensure the programme meets their particular requirements  Ensure that the programme can be successful in their environment © AIIM | All rights reserved 20
  • Legal  Ensures that the organisation complies with legal and regulatory requirements  Responds to legal, regulatory, or audit- related requests for information  Scope includes ALL information in the organisation  Will need to review policies and instruments for legality © AIIM | All rights reserved 21
  • Records managers  Subject matter expert on records-related issues  Creates records management instruments  Provides guidance on classification schemes  Performs administrative tasks relating to records management  Not all content requires the rigour of “Records Management” however © AIIM | All rights reserved 22
  • Librarians  Trained professionals in Library Sciences can be key allies and experts  Corporate librarians that are “e-savvy” may hold best skill set for classification and metadata purposes  Subject matter expert on classification in broadest sense  Can help to dramatically shorten metadata, taxonomy and findability work timeline © AIIM | All rights reserved 23
  • Information technology (IT)  Assesses existing IT architecture  Identifies technical requirements  Identifies technical issues with policies and procedures  Installs and configures solutions © AIIM | All rights reserved 24
  • End users  Do the work of the organisation  Will use the system to do that work  Will create, access, and retrieve records  If they do not like the system, they may not use it © AIIM | All rights reserved 25
  • ECM Specialist Course Outline 1. Business 4. Governance 7. Design 10. Change Assessment Management 2. Business 5. Roadmap & 8. Develop, Test, Strategy & Project Plan Train Blueprint 3. Technology 6. Foundation 9. Deploy, Assessment & Activities Operate, Blueprint Closeout © AIIM | All rights reserved 26
  • Secret #5  Define and create a structure to understand information governance. © AIIM | All rights reserved 27
  • Defining information goverance  A set of formal and documented policies, procedures and rules that control how enterprise content will be managed potentially across its entire lifecycle, from the point of creation to ultimate destruction. © AIIM | All rights reserved 28
  • Basic information governance structure  Standalone document  Establishes policies, procedures and guidelines  Statement of Purpose  Naming conventions  Records – who and how?  Security  Permitted/supported formats and tools  Directory of all available information assets © AIIM | All rights reserved 29
  • Localised information governance  Localised governance  Inherits all polices and procedures of enterprise  Possible exceptions  Can follow same general format as the enterprise document © AIIM | All rights reserved 30
  • ECM Specialist Course Outline 1. Business 4. Governance 7. Design 10. Change Assessment Management 2. Business 5. Roadmap & 8. Develop, Test, Strategy & Project Plan Train Blueprint 3. Technology 6. Foundation 9. Deploy, Assessment & Activities Operate, Blueprint Closeout © AIIM | All rights reserved 31
  • Secret #6  Understand that “change” has many dimensions. © AIIM | All rights reserved 32
  • © AIIM | All rights reserved
  • Four keys to assessing change readiness Respect Vision Trust Motivation © AIIM | All rights reserved 34
  • Respect  Is the leadership that is recommending change respected?  Are the employees impacted by the change respected?  Are the consultants and business analysts respected by both?  How is the respect expressed? © AIIM | All rights reserved 35
  • Vision  Whose vision?  Is there a shared vision?  Do employees, leaders, and change agents have the same interpretation of the vision?  Is the vision realistic?  Is the vision relevant? © AIIM | All rights reserved 36
  • Trust  Is leadership trusted?  Are employees trusted?  Is the reality of change exposed honestly and openly?  Is there a history of mistrust?  Are the consultants trusted?  Do employees and leaders trust each other? © AIIM | All rights reserved 37
  • Motivation  What is the leadership’s motivation to change?  Motivation for change is normally stronger at the management level  What is the employees’ motivation for change?  Do these two reconcile?  What is in it for me (WIIIFM)? © AIIM | All rights reserved 38
  • Creating user “wins”  Early wins create a “Yes” environment  Leverage existing and new “super users”  Wins should be clear cut  Wins should bring benefits to all  Wins should appear to come easily  Even a big bang approach can be delivered via a series of smaller wins… © AIIM | All rights reserved 39
  • Secret #7  Maintain a sense of humor. © AIIM | All rights reserved 40
  • aiim.org/training

  • For free e-book Text AIIM to 96625 Or go to aiim.org/8things