Why Are Change Management And Metrics Such Crucial Aspects To Your Overall Deployment Strategy?
Why Are Change Management and Metrics
Such Crucial Aspects to Your Overall
October 1st, 2015
Loyola University Chicago
30 Years of
Finance & Higher Ed
25 Years of
20 Years of
15 Years of
(Has Ownership of the
MINUTES TO ANSWER…
Why are change management and metrics such crucial
aspects to your overall deployment strategy?
• 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
Since 2008, Loyola University
Chicago has deployed 124
iterations of ECM technology.
[ ][ ]
workflow to start and
add advanced features
based on readiness.
Savings in Enrollment:
2500+ man‐hours a year in
scanning and indexing.
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.
Carl E. Nelson
Integrating ECM with
your SIS & LOB apps.
Single click document
access makes info
available in seconds
rather than minutes.
Productivity reporting no
longer a manual process.
Elimination of manual
time and improves the
student experience (or 4.0 FTE
65 Fujitsu Scanners.
2 dedicated staff (technicians)
Part time project managers
3 staff members with AIIM
ECM Functionality @ LUC
Search/Retrieve, incl. full text search
Security settings to control printing
Importers (Email, Index, Object Importers)
Send To/Print To
ERP Integration using APIs (indexing/retrieval)
Records Management (new active project)
How did we get there?
1. Chose flexible and scalable ECM
software that fit our needs and
2. Deployed an effective change
3. We measured our actions
& communicated results
4. Not afraid of adjusting
• Functional requirements
• Workflow engine
• Integration abilities
• Technology partners
• Understand “business”
• Product direction/roadmap
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
Project Kickoff – Engage!
Engage the client with a kickoff
• What we cover
• Delivery approach is custom for
How do you deliver the correct
• 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?
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.
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!
76% average process
improvement on key metrics
7800+ hours of annual effort
(4.0 FTE equivalent)
$47,000+ of annual cost
(operational costs only)15
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!
Metrics - Soft
Soft metrics are tied back to 8 primary needs for ECM
Process improvements & efficiencies
Enhanced management of records/paperwork
Increased records security & protection
Reduction in physical storage space requirements
Improved information collaboration & sharing
Common language & transferable skills
Broader Institutional Impact
Annual operational savings
Support Green Initiatives
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.
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
Customer Readiness & Change
Engage & build trust
Go at the user’s pace
Give them what they can
Define clear objectives
Metrics and Results
Soft measurements are ok
Be constantly willing to adjust
Ok to make mistakes
Be humble – learn from them
Loyola University Chicago