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Why Are Change Management And Metrics Such Crucial Aspects To Your Overall Deployment Strategy?


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

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Why Are Change Management And Metrics Such Crucial Aspects To Your Overall Deployment Strategy?

  1. 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
  2. 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. 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. 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. 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. 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. 7. Why DocFinity? • Functional requirements • Workflow engine • Integration abilities • Technology partners • Costs/ROI • Understand “business” • Product direction/roadmap • Training • Support • Services • People • Fit 7
  8. 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. 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. 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. 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. 12. METRICS
  13. 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. 14. Metrics - Hard 14
  15. 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. 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. 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. 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. 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. 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. 21. Questions? Contact Info: Jim Sibenaller Loyola University Chicago