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ECM study - strategy, management & technology

ECM study - strategy, management & technology



Lesson learned from an effort to consolidate the management of information at EUMETSAT. The first phase surveyed the current state and identified options while the second phase explored selected ...

Lesson learned from an effort to consolidate the management of information at EUMETSAT. The first phase surveyed the current state and identified options while the second phase explored selected options in more depth. The outcome of the study covered Strategy, Governance and Technology.



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    ECM study - strategy, management & technology ECM study - strategy, management & technology Presentation Transcript

    • Strategy, Management & Technology Lessons learned for ECM at EUMETSAT Slide: 1
    • Contents • EUMETSAT • The ECM Study • Phase 1 • Phase 2 • Next Steps • Lessons Learned • Discussion Slide: 2
    • EUMETSAT overview Mission ... to deliver operational satellite meteorological and climate data and products that satisfy data requirements of its Member States – 24/7 hours a day, 365 days a year Intergovernmental 21 Member States 550 employees 30+ nationalities Slide: 3
    • ECM infrastructure • Multiple ECM systems – – – – – Document management - Open Text (Hummingbird) Web content mgt - Stellent Images - Imagine Bespoke applications Large amount of information in GroupWise & File System (Tb) • Fragmented information management approach – Many local practices – Limited awareness of overall policy – Overall policy not kept up to date Slide: 4
    • The ECM Study • Identify options to better integrate current systems – Enhance support for business processes – Gain increased value from corporate information – Better manage risks and uncertainties • Phase 1: review current state & identify options • Phase 2: explore selected options in more depth • Constraints – Operational systems and data out of scope – Avoid major disruption to EUMETSAT staff Slide: 5
    • Phase 1 - Approach • Survey current information and systems – Document review – Interviews (40+ docs defining systems and standards) (29 people) • Develop overview and refine via 2 workshops – Content and systems matrices – Key issues • Analyse root causes & hence frame findings Slide: 6
    • Information Types Systems Slide: 7
    • Phase 1 - Hard to find information “It’s hard to know where to go to for the master version. i.e. a lot of docs aren’t covered by ECM.” “I need some sort of mindmap to help me find the information I’m looking for.” “I lose a lot of time looking for info – I may need to open several docs to find one I’m looking for.” “Once a document is created it goes into a black hole and you find it by searching.” General agreement on the difficulty of assigning and managing access permissions Slide: 8 “Everyone creates their own folder structure: there are no clear rules”
    • Phase 1 - Inconsistent processes Inconsistent processes across different units Inconsistent enforcement of approval processes, e.g. due to reliance on manual processes Overheads of existing processes (e.g. to walk physical documents around approvers) Inconsistent use of document versioning (eg. use of draft documents) Duplicate registration of documents in Mail Registration system Reliance on manual processes to ensure documents are consistent across systems Slide: 9
    • Phase 1 - Strengths & Weaknesses Strengths Areas for Improvement Governance (Structures for decision making and alignment) 1) Alignment between Information Management and organisational objectives Document management is embedded within organisational processes and quality management systems through ISO9001. Web information is not covered – Stellent is not a recognised system within the QMS. 2) Alignment between Information Management and ICT systems Web management and document teams established and functioning to make decisions about priorities for systems development. Organised by system, rather than having an overview of broader objectives. 3) Management of policies and standards Groups to discuss policies and standards (e.g. web and document user groups) are established and meet regularly. Organised by system. Authority to define policy is not clear. Would welcome training on information management. 4) Operational management of information Key roles are in place (e.g. document controllers) and appear to be operating effectively. Slide: 10 Processes are often manual, and differ across divisions/units.
    • Phase 1 - Strengths & Weaknesses Strengths Areas for Improvement Policies and Standards (Guidance on how to manage information) 1) File Plans (e.g. defined folder structures for storing records) Well defined in programme document management plans. Appear to be understood & adhered to. Not defined at organisational level. Not embedded in Hummingbird DMS. 2) Information types (e.g. definition of types & processes for managing them) Are well defined for some information types (e.g. in PRC001). PRC001 out of date and incomplete. Differing interpretations of its application. 3) Classification schema (e.g. controlled vocabularies, keywords, taxonomies, etc) Some teams have keyword schemes for local use. Generally very fragmented. 4) Confidentiality and security policies Policies are documented and everyone appears to be well aware of their existence. Many people expressed difficulty in knowing how to apply them. 5) Archiving and retention policies Policies appear to exist, at least for some information types. As above, people expressed difficulty knowing how to apply them. 6) Supporting training and guidance Training courses for tools available & run regularly. Slide: 11 Widespread desire for additional training.
    • Phase 1 - Strengths & Weaknesses Strengths Areas for Improvement Systems and Tools 1) Repositories (e.g. databases and document stores) Suite of enterprise-class applications are generally well matched to functional requirements. EUMETSAT has a good pool of skills to manage and extend these systems. Integration between Stellent and Hummingbird could be improved (e.g. as being addressed by current projects). 2) Business process (e.g. workflow and related logic) ECM and ERP applications provide a suite of tools to define and manage business processes. Again, EUMETSAT has a good pool of skills to do this. Not fully exploiting capabilities of existing tools. Need to manage overlapping capabilities across WCMS, DMS and SAP. 3) Search Individual tools (Stellent, Hummingbird) have reasonable search engines. No enterprise-wide search facilities. 4) General adoption and development of ECM systems DMS and WCMS are widely used. DMS, in particular, is very widely used throughout the organisation. Slide: 12
    • Phase 1 - Technology risk • Major concern for EUMETSAT and a key reason for initiating the study – they had major commitment to 2 vendors, both of whom had subsequently been acquired. • The study’s conclusion: – Technology risk is manageable – evolve and integrate current applications (unless/until vendors force change) – Focus on information management policies and guidelines Slide: 13
    • Phase 2 - Mandate • Three out of four options – Information Organisation Standards – Workflow Architecture – Collaborative Document Management pilot – Workflow and Sign-off pilot Slide: 14
    • Phase 2 - Organisation Steering Committee Florentin Albu Project Manager Project Support Niklas Sinander Paul Breindel Paul Macneil Graham Oakes Sara Redin Janus Boye IO Ref Group IO Team Repr from Div x Repr from Div y Repr from Div z . . . Repr from Div a Repr from Div b Repr from Div c . . Slide: 15
    • Phase 2 - Priorities Classification Schemes Simplify and reduce duplication Archiving Policies Security & Access Permissions IO Documentation External Access Registration Signatures and VISA loops Single Work Queue • Recommended approach: – Subteams to refine the IO documentation (1) Overview and type catalogue (2) Classification (3) One document type – Pilot one of the other 4 Slide: 16
    • Planning Tutorials Homework Homework Homework Workflow Pilot Roadmap Slide: 17
    • IO Documentation Structure • Information types • User documentation – Summary of the information types covered by the IO architecture – Template for definition of information types – Detailed definitions (following the template) for each information type • Information organisation – Glossary – Reference guides – How To’s – Training • Governance – File plan – Facets and keywords • Processes – Document generic processes (applying to multiple information types) – Workflow specification Slide: 18 – Roles and Responsibilities – Processes for maintaining IO policies and standards – Processes for ensuring IO policies and standards are followed
    • Slide: 19
    • Governance Options • Who defines policies and standards? – Ad hoc – Council – Central – individual units define their own standards – members of individual units come together to decide – central unit defines standards • Who approves policies and standards? – Devolved – whoever defines them is also empowered to approve them – Executive – executive body oversees and approves • Who enforces policies and standards? – Self – Audit – Police – people/units are assumed to follow them (really guidelines) – audit function identifies breaches, for executive to deal with – central unit audits and enforces • Who implements policies and standards? – Self – Central – people/units implement – central support function implements stds (e,g, archivists) Slide: 20
    • Typical Structures Devolved Implementation IM Centre of Excellence IM Council Anarchy IM CoE with Audit Central Processing Unit Central IM Unit Central Definition Slide: 21 Devolved
    • Slide: 22
    • Lessons: Three layers to delivering info Layer Strategic Mgt Organisational commitment and focus Information Mgt Appropriate policies, processes & resources Technology Appropriate systems and tools Strengths Weaknesses  Recognise need to commit resources  Fragmented and highly bureaucratic structure and culture  Visibility of commitment?  Strong commitment of resources (people) to information mgt, e.g. doc controllers  Lack key skills and policies (e.g. metadata)  Policies and processes are fragmented and weakly disseminated  Strong suite of systems  Fit for purpose  No major impl. issues  Widely adopted  Could make better use of systems in some areas (collaboration, workflow) Slide: 23
    • Lessons • The issues were primarily about policy and direction • But the initial symptoms were in the technology • It’s hard to work from the bottom up – – – – – Difficulty getting people’s time Team not confident of their authority Conflicting messages to team Conflicting messages to rest of organisation But this is often the way we need to work: gain evidence & build support • Defining policy requires time and thought • Managing upwards is essential Slide: 24
    • Thank You Niklas Sinander Niklas.Sinander@eumetsat.int Graham Oakes graham@grahamoakes.co.uk Slide: 25