Learn why change management and metrics are so important to your overall deployment strategy in this presentation from the AIIM Road Trip 2015.

1. Why Are Change Management and Metrics
Such Crucial Aspects to Your Overall
Deployment Strategy.
October 1st, 2015
Jim Sibenaller
IT Director
Loyola University Chicago
jsibena@luc.edu

2. Jim
Sibenaller
30 Years of
IT Experience
Manufacturing,
Finance & Higher Ed
25 Years of
Project
Management
Experience
20 Years of
Director Level
Experience
15 Years of
ECM
Experience
(Has Ownership of the
ECM Program)
Director
Business &
Enterprise
Services
IT Services/
Governance &
Administrative
ERP
About the
Speaker

3. MINUTES TO ANSWER…
Context
Program Setup
Managing Change
Metrics Gathering
Experienced Results
Wrap Up
Why are change management and metrics such crucial
aspects to your overall deployment strategy?

4. Fast Facts:
• 16,000 students
• 4000 faculty and staff
• 14‐to‐1 student/faculty ratio
• 71 undergrad majors and 71 minors
• 80 majors & 80 minors
• 5 Chicago & 3 International Campuses
Enterprise ECM
Deployments
Since 2008, Loyola University
Chicago has deployed 124
iterations of ECM technology.
55Departments Live
[ ][ ]
Documents
4.6M
Docs in
the system
1500
Document
Types
Workflow
Tip:
Implement basic
workflow to start and
add advanced features
based on readiness.
Savings in Enrollment:
2500+ man‐hours a year in
scanning and indexing.
Documents available
days earlier.3
Demand Growing Across Campus
1450 Users & Growing
Transcript Tracking w/Workflow
Workflow has reduced the amount
of time required to exchange images
(documents) between departments
at different campuses.
University Business
Spring 2013
Models of
Efficiency Award
Accounts Payable.
AIIM’s
Carl E. Nelson
Best Practices
Award
2012
Integrating ECM with
your SIS & LOB apps.
Single click document
access makes info
available in seconds
rather than minutes.
Workflow
Enhancement
Action:
Productivity reporting no
longer a manual process.
Impact:
Elimination of manual
“tick” reporting.
124 Live
13
Waiting
7
Prioritized
76%
Process
Improvement –
reduces admin
time and improves the
student experience (or 4.0 FTE
saved annually).
6
Active
42 Scanning
“Sources”
65 Fujitsu Scanners.
Staff
 2 dedicated staff (technicians)
 Part time project managers
 3 staff members with AIIM
certifications

5. ECM Functionality @ LUC
5
 Scanning
 Indexing
 Barcode processing
 Search/Retrieve, incl. full text search
 Workflows/BPM (60+)
 Security settings to control printing
 Importers (Email, Index, Object Importers)
 Send To/Print To
 ERP Integration using APIs (indexing/retrieval)
 Eforms
 Back-Scanning/Data Conversions
 Records Management (new active project)

6. How did we get there?
1. Chose flexible and scalable ECM
software that fit our needs and
existing environment
2. Deployed an effective change
management plan
3. We measured our actions
& communicated results
4. Not afraid of adjusting
our process

7. Why DocFinity?
• Functional requirements
• Workflow engine
• Integration abilities
• Technology partners
• Costs/ROI
• Understand “business”
• Product direction/roadmap
• Training
• Support
• Services
• People
• Fit
7
www.docfinity.com

8. Program Approach
How do you organize your ECM
program for success?
• Executive Level Support/Sponsorship
• Identify & create partnerships
– Established DocFinity Advisory Panel
• Multi year delivery plan
– Program governance
• Clear goals
• Focused communication
– Iterative roll-outs
• Crawl, Walk, Run
– Identify some quick wins
– Not 1 size fits all
– Measure results
8

9. Project Kickoff – Engage!
Engage the client with a kickoff
discussion.
• What we cover
 ECM 101
 Readiness
 Scope
 Roles
 Communication
 Process
• Delivery approach is custom for
each client
trust
9

10. Managing Change
How do you deliver the correct
functionality?
• Need to assess these items
− What do they want?
− What do they need?
− What are they ready for?
• Ultimate Question…
− How “ECM literate”
are your customers?
10

11. ECM Readiness
Based on Dept.
Readiness & Skills
Level 1 – Basic Document Retrieval ‐ Basic image retrieval using queries, simple search.
Level 2 – Basic Document Capture ‐ Scanning documents with local scanner, manual indexing.
Level 3 – Intermediate Capture & Indexing – Indexing images using
business system screen scrapes/integration. Retrieving images through “hot key”.
Level 4 ‐ Intermediate Tools & Features ‐ Bar code recognition.
Using Send To/Print To to capture electronic files. Using basic workflows.
Level 5 ‐Advanced Tools & Features – Using Full Text
Search, “Scan First”, Importers, eForms Processing, Mobile.
Level 6 ‐ Advanced Processing – Advanced
workflow processes, Records Management, Dashboard.
11

12. METRICS

13. Metrics & Results Gathering
• Measure what users want to measure
– Use information they already have
– Identify 3-5 items to focus on
– Have a discussion
• Quantify where possible
– Seek common units
• “Hard” Metrics are great
– Accept soft measurements
• Align back to your needs/goals
• Keep measurements simple
• “Be nimble” – Don’t be afraid to change
your metrics gathering approach
• Walk softly – Metrics can be scary!
13

14. Metrics - Hard
14

15. LUC Results
Process Impact
76% average process
improvement on key metrics
Efficiency
7800+ hours of annual effort
savings
(4.0 FTE equivalent)
Costs
$47,000+ of annual cost
reductions
(operational costs only)15

16. Metrics - Soft
• Less printing, less paper, less ink/toner
• Reduction in storage/more available space
• System is easier to use
• Improved document quality
• More secure
• Faster document retrieval times
• Reduced routing of paper
• Common language
• Documents available sooner in the process
These types of metrics are easier to gather!
16

17. Metrics - Soft
Soft metrics are tied back to 8 primary needs for ECM
Intra Office
Process improvements & efficiencies
Enhanced management of records/paperwork
Increased records security & protection
Reduction in physical storage space requirements
Inter Office
Improved information collaboration & sharing
Common language & transferable skills
Broader Institutional Impact
Annual operational savings
Support Green Initiatives
17

18. Business Impact Samples
• Process Efficiency – Enrollment Ops
 Action: Improved document scanning & workflow processes. Savings of over 1000
hours annually during the scanning process.
 Impact: Documents are available 3 days earlier in the process for administrative review
of student applications and financial aid packaging.
• Improved Security – HR & School Offices
 Action: Utilizing the enhanced document security features to control document access.
Create work flow notifications for end document user.
 Impact: Reduces security risks with multiple paper copies containing PII and restricts
access to appropriate audiences. Eliminates inter-campus mail for document sharing.
• Advanced Functionality – Enterprise
 Action: Productivity reporting no longer a manual process.
 Impact: Elimination of manual “tick” reporting.
• Faster Retrieval – Enterprise
 Action: Single click document access and integration with LOCUS
makes scanned documents available in seconds rather than minutes.
 Impact: 92% process improvement reduces administration time and
allows more time to service students.
18

19. Business Impact Samples
• Process Efficiency – Financial Aid
 Action: Improved document scanning, indexing & workflow processes. Savings of
almost 2000 hours annually during the scanning and document handling processes.
 Impact: Documents are available earlier in the process for administrative review and
for earlier student appointments.
• Improved Data Integrity – Enterprise
 Action: Control of data accuracy through workflow processing & LOCUS integration
and index/data validation.
 Impact: Reduction in error corrections.
• Enhanced Data Sharing – Registration & Records
 Action: Transcript tracking workflow has reduced the amount of time required to
exchange images (documents) between departments at different campuses
 Impact: Quicker response times for transcript processing/updates.
• Process Efficiency – A/P
 Action: Advanced workflow implementation.
 Impact: Invoice processing delays reduced by 70%. Cut check release time
to 5 days, a 60% reduction. Reduced aged accruals from $500K to $25K.19

20. Takeaways!
Customer Readiness & Change
 Engage & build trust
 Go at the user’s pace
 Give them what they can
easily consume
 Define clear objectives
Metrics and Results
 Measure “simple”
 Soft measurements are ok
 Be constantly willing to adjust
Failure
 Ok to make mistakes
 Be humble – learn from them
Communication
 Be relentless
 Communicate often
20

21. Questions?
Contact Info:
Jim Sibenaller
Loyola University Chicago
jsibena@luc.edu