7 ECM Strategy Secrets

AIIM ECM Certificate Programme
ECM ECM ECM Case Study
Strategy Practitioner Specialist
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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
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Secret #1
 Understand what you are trying to
accomplish.
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Poor information effectiveness
 On a scale of 1 to 10 (terrible to
excellent), rate the effectiveness of
your organisation in managing
information.
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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?
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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
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Resulting in: the enterprise content mess
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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.
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Strategic information alignment framework
Add value
Minimise Reduce
Risks Costs
Create New Reality
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Secret #2
 View your ECM strategy and
project within a discrete
framework.
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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
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MIKE2: Phase 1
You are here
Source: http://mike2.openmethodology.org
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Secret #3
 Get off on the right foot.
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Aligning the project team
Sponsor/
Users IT
Stakeholders
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Strategic mobilisation
 Begins any ECM project, by focusing on
strategy from the beginning with the
sponsor and key stakeholders
 Tasks to cover
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Secret #4
 Identify, understand and engage
the key players.
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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
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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
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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
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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
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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
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Information technology (IT)
 Assesses existing IT architecture
 Identifies technical requirements
 Identifies technical issues with policies
and procedures
 Installs and configures solutions
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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
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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
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Secret #5
 Define and create a structure to
understand information
governance.
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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.
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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
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Localised information governance
 Localised governance
 Inherits all polices and procedures of
enterprise
 Possible exceptions
 Can follow same general format as the
enterprise document
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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
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Secret #6
 Understand that “change” has
many dimensions.
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Four keys to assessing change readiness
Respect Vision
Trust Motivation
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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?
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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?
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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?
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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)?
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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…
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Secret #7
 Maintain a sense of humor.
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