7 ECM Strategy Secrets
AIIM ECM Certificate Programme



     ECM                          ECM           ECM        Case Study
    Strategy      ...
ECM Specialist Course Outline




 1. Business                   4. Governance        7. Design       10. Change
 Assessme...
© 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 organi...
Impact and perils of unmanaged content...


 Is the explosion of digital information making your
  organisation more effe...
Creation outpaces management…


                                   Word, PowerPoint, Excel
                              ...
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
  b...
Strategic information alignment framework


                                   Add value



Minimise                      ...
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 man...
MIKE2: Phase 1

    You
are
here





                                  Source: http://mike2.openmethodology.org
   © AIIM...
Secret #3



 Get off on the right foot.




    © AIIM | All rights reserved   15
Aligning the project team


                        Sponsor/
                                                             ...
Strategic mobilisation


 Begins any ECM project, by focusing on
  strategy from the beginning with the
  sponsor and key...
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 pr...
Management


 Business unit managers
 Responsible for the operational
  efficiency of their areas
 Ensure the programme...
Legal


 Ensures that the organisation complies with
  legal and regulatory requirements
 Responds to legal, regulatory,...
Records managers


 Subject matter expert on records-related issues
 Creates records management instruments
 Provides g...
Librarians


 Trained professionals in Library Sciences can be
  key allies and experts
 Corporate librarians that are “...
Information technology (IT)


 Assesses existing IT architecture
 Identifies technical requirements
 Identifies technic...
End users


 Do the work of the organisation
 Will use the system to do that work
 Will create, access, and retrieve re...
ECM Specialist Course Outline




 1. Business                   4. Governance         7. Design      10. Change
 Assessme...
Secret #5



 Define and create a structure to
 understand information
 governance.




    © AIIM | All rights reserved ...
Defining information goverance


 A set of formal and documented
 policies, procedures and rules that
 control how enterp...
Basic information governance structure


 Standalone document
 Establishes policies, procedures and guidelines
 Stateme...
Localised information governance


 Localised governance
 Inherits all polices and procedures of
  enterprise
  Possibl...
ECM Specialist Course Outline




 1. Business                   4. Governance         7. Design      10. Change
 Assessme...
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



                          ...
Respect


 Is the leadership that is recommending
  change respected?
 Are the employees impacted by the
  change respec...
Vision

 Whose vision?
 Is there a shared vision?
 Do employees, leaders, and
  change agents have the
  same interpret...
Trust


 Is leadership trusted?
 Are employees trusted?
 Is the reality of change exposed honestly and
  openly?
 Is t...
Motivation


 What is the leadership’s motivation to change?
  Motivation for change is normally stronger at the
   mana...
Creating user “wins”


 Early wins create a “Yes” environment
 Leverage existing and new “super
  users”
 Wins should b...
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
7 ECM Secrets
7 ECM Secrets
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7 ECM Secrets

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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.

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Transcript of "7 ECM Secrets"

  1. 1. 7 ECM Strategy Secrets
  2. 2. AIIM ECM Certificate Programme ECM ECM ECM Case Study Strategy Practitioner Specialist © AIIM | All rights reserved 2
  3. 3. 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
  4. 4. © AIIM | All rights reserved
  5. 5. Secret #1  Understand what you are trying to accomplish. © AIIM | All rights reserved 5
  6. 6. 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
  7. 7. 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
  8. 8. 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
  9. 9. Resulting in: the enterprise content mess 9
  10. 10. 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
  11. 11. Strategic information alignment framework Add value Minimise Reduce Risks Costs Create New Reality © AIIM | All rights reserved 11
  12. 12. Secret #2  View your ECM strategy and project within a discrete framework. © AIIM | All rights reserved 12
  13. 13. 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
  14. 14. MIKE2: Phase 1 You
are
here
 Source: http://mike2.openmethodology.org © AIIM | All rights reserved 14
 14
  15. 15. Secret #3  Get off on the right foot. © AIIM | All rights reserved 15
  16. 16. 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
  17. 17. 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
  18. 18. Secret #4  Identify, understand and engage the key players. © AIIM | All rights reserved 18
  19. 19. 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
  20. 20. 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
  21. 21. 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
  22. 22. 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
  23. 23. 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
  24. 24. 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
  25. 25. 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
  26. 26. 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
  27. 27. Secret #5  Define and create a structure to understand information governance. © AIIM | All rights reserved 27
  28. 28. 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
  29. 29. 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
  30. 30. 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
  31. 31. 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
  32. 32. Secret #6  Understand that “change” has many dimensions. © AIIM | All rights reserved 32
  33. 33. © AIIM | All rights reserved
  34. 34. Four keys to assessing change readiness Respect Vision Trust Motivation © AIIM | All rights reserved 34
  35. 35. 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
  36. 36. 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
  37. 37. 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
  38. 38. 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
  39. 39. 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
  40. 40. Secret #7  Maintain a sense of humor. © AIIM | All rights reserved 40
  41. 41. aiim.org/training

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