Proposal DMS


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Proposal DMS

  1. 1. Proposal : Document Management System Jawad Farooq 24.07.2013
  2. 2. Purpose of presentation • To propose a new Document Management System to DWF and to justify the decision. • A high level project management proposal determining criteria to ensure successful project delivery
  3. 3. Background • DWF is a business law firm based in Manchester. • 13 UK offices and 2,500 staff, • Huge need for all staff throughout to be able to access their documents anytime, anywhere and with ease.
  4. 4. What is a Document Management System? • A document management system (DMS) is a computer system used to track and store electronic documents. • Document storage formats: PDF, Word, Excel, JPG, emails and more • Capable of keeping track of any amendments made to the file by version control.
  5. 5. Benefits of a new DMS • Full management of business documents • Leads to increased efficiency for all fee-earners & business services to: – Find documents quickly – Perform a search accurately • New system should be easier to use meaning fewer calls to IT Support or assistance • Improved compliance in controlling client and other sensitive information • Reduce risk of losing any documents
  6. 6. Review of potential systems • M-Files • SharePoint • Interwoven Filesite
  7. 7. M-Files - Creates a drive within my computer to access the application
  8. 8. M-Files • Easy to install and manage for the IT Dept • Easy to drag across an email with attachments into the system • Full dynamic search, such as by client name or project type etc • Full access anytime, anywhere inc offline • Cost?
  9. 9. SharePoint • Can be accessed by Outlook
  10. 10. SharePoint • Extra benefit if organisation is currently using it for its intranet. • Full check in/check out functionality • Customisable views to suit your needs • Enhanced mobile experience • Can store all types of files
  11. 11. SharePoint • Can be costly to customize the site structure • Search can be limited in certain environments • Cant be deployed to a small environment with its full capabilities – need a separate OWA server
  12. 12. Interwoven FileSite Recommended DMS • Folder hierarchy for easy organization and sharing • Quick access lists to last 40 documents, last 10 searches – very useful for busy fee-earners • Sophisticated version control to ensure accuracy and currency • Audit trails to track document histories
  13. 13. Interwoven FileSite
  14. 14. Interwoven FileSite • Comprehensive ‘profiling capabilities’ to tag and classify each document to aid search • Publishing in PDF format automatically linking to original file • Check out documents remotely • Powerful security controls access to system functionality • Integrate with other desktop applications
  15. 15. Interwoven FileSite
  16. 16. Project Lifecycle – PRINCE2 Managing a Stage Boundary Closing a Project
  17. 17. Project Lifecycle - DMS PROJECT START UP • Pre-project preparation process • Includes presentation of outline business case to the newly created Project Board • The board will determine whether the new document management system should be approved • Should include a feasibility study which showing benefits of implementing the new document management • Decision on viability will authorise the project manager to formally commence the project.
  18. 18. Project Lifecycle - DMS INITIATE PROJECT / RESEARCH •After approval ,the project manager will create the Project Initiation Document (PID) •PID contains information regarding  the goal of implementing the new DMS  the scope of delivering the new system  the project organisation which includes all the people working on the delivery  the constraints which are enforced to keep the project regimented and  the business case presented to the board (refined at this stage)
  19. 19. INITIATE PROJECT / RESEARCH •A Requirements Specification document is created •Serves as the guideline for building the document management system •Includes information about :  who will use this system and how,  what data will be inputted into the system,  user requirements etc.
  20. 20. Project Lifecycle - DMS DESIGN •System will be designed using the Requirements Specifications document •This will help determine all hardware and software requirements. •At this stage, third party suppliers or internal developers will contribute to the system design •This ensures that all requirements are possible and can be met. •It is recommended to involve the Training department in every part of the project so that they have an excellent understanding of the system.
  21. 21. DEVELOPMENT / IMPLEMENTATION •The project manager will engage with all stakeholders and assign work packages. •The project manager will be working with the project team, IT personnel and third party suppliers to work on the development of the new system. •The project manager will  assign work via work packages,  monitor progress,  deal with risks/issues  be creating/maintaining all project documentation and relevant communication and report to the board and stakeholders accordingly •Key action : To import all the documents into the new system. Project Lifecycle - DMS
  22. 22. TESTING •The system will be continually tested to ensure that its working as it should. •After full development, testing will be carried out to ensure that the system is completely functional. •All documents should be imported/migrated into the new system and testers should ensure that all documents are fully accessible and not corrupted etc. •Testing methods include System testing, User Acceptance testing and integration testing. •Good opportunity for the Training Dept and IT Support to gain experience with the system •After successful testing and approval, the new system can go live. Project Lifecycle - DMS
  23. 23. DEPLOYMENT •The new DMS is fully tested, approved and ready to be launched at DWF •The training department will have created all relevant training materials and training will have been provided to all the users. •Agreement is needed for parallel working or replacement of the old system with the new one. •Immediate replacement of old system will encourage users to adapt to the new system. Project Lifecycle - DMS
  24. 24. PROJECT CLOSURE •After full testing and board approval for official launch, DMS will be in place at DWF. •The project manager will create all relevant documentation to formally close the project including:  a Closure Report/Post Implementation review  a Lessons Learned Log  any manuals  source code Project Lifecycle - DMS
  25. 25. MAINTENANCE •Certain issues may occur occasionally •Agreed SLA’s with third party suppliers will need to be enforced to rectify issues. •Key task: to import any outstanding documents into the new system Project Lifecycle - DMS
  26. 26. Project Plan • Defines the approach the project team will use to deliver the new document management system. • It must address  the reasons why the new system is being implemented  for whom is it being implemented,  persons responsible for delivering the system  when the expected delivery date is • This link will open up an example of a Project Plan Microsoft Word Document
  27. 27. Project Governance • Ensures that projects are aligned to the organisations objectives, are delivered efficiently and are sustainable. • Governance of projects also supports the means by which the project board and other stakeholders are provided with timely and reliable information. • For correct governance of the new DMS project the project should follow a structured methodology, such as Prince2.
  28. 28. 5 KEY POINTS SHOULD BE CONSIDERED REGARDING PROJECT GOVERNANCE: 1) Alignment to organisational objectives Ensure the organisation does the right projects as well as successfully. If aligned, it will provide the context for the projects purpose 2) Golden threads of delegated authority Direct chain of accountability from the most senior responsible person to the individuals responsible for completing tasks stating each persons authority 3) Reporting Regular report on responsibilities by authority holders Project Governance
  29. 29. 4) Decision gates Formal points of control at particular points in the project lifecycle. The project is worked on in small parts. The next step can be started only after a formal review of the previous stage and approval granted to move on. 5) Independent assurance An independent check to review whether objectives will be met. Creation of a Project Assurance role to provide the assurance of appropriate conduction of the project Project Governance
  30. 30. Approval • At the end of each stage, a meeting will be held with the Project Board • Agenda:  Discussion on the development status of the new system.  Progress and cost  Plan for the next stage. • After board approval, the project manager will be autorised to commence work on the next stage of the development. • At the completion of the development of the new system, there will be confirmation that the project is complete and meets its specified requirements.
  31. 31. • Occurrence of an issue may require a change to be implemented into the project. • A change directly linked to the project will be submitted as an Exception Report to the Board. • Following their review, the project may either be cancelled or the change may be authorised. An example of this can be change in project scope. • A change that’s come about as a result of this project may need to be directed to the Change Advisory Board via a change request form. • After review, they will advise on the matter accordingly. • All changes and requests will be logged in the Change Request Log. Change
  32. 32. • To avoid wasting time on long due answers or work packages , maybe you need to escalate this issue before it becomes worse. But First – • Have you made a sincere attempt to reach an appropriate resolution but have found that you are at a dead end? • Is this an issue that your boss would expect you to handle or to escalate? • Have you exhausted all other options and any further delay could have a detrimental effect on the project outcome or deliverables? • If yes, then escalate to avoid project delay! Escalation
  33. 33. Project Framework A Project Management Framework consists of three parts: • A Project Lifecycle, • A Project Control Cycle • Tool and Templates
  34. 34. Project Framework A Project Management Framework supports project implementation because:  It supports the development and replication of accepted practice.  Helps communication within the team because of a common language.  Streamlines the use of tools and techniques for key project management processes.  Establishes a consistent approach which aid customers understand the project management processes.  Ensure that focus is maintained on the early stage of the project lifecycle.
  35. 35. Project Framework PROJECT LIFECYCLE Provides guidance on the common stages and steps which apply to all projects Stage 1 – Business Development Stage 2 – Tendering Stage 3 – Contract Negotiation Stage 4 – Project Mobilisation Stage 5 – Project Implementation Stage 6 – Project Close Out
  36. 36. Project Framework Project Control Cycle • Describes how each stage in planned and managed. • Ensures that each stage has the appropriate plan, controls and corrective actions in place. The 4 stages are: Stage 1 – Plan: Establish scope, timelines and budgets Stage 2 – Do: Initiate work and allocate resources Stage 3 – Check: Progress against baselines, quality control and costs Stage 4 – Act: Control changes, review risks and plan corrective actions.
  37. 37. Project Framework TEMPLATE AND TOOLS • Simple templates and tools support the implementation of project management. • Using standardised templates support a common methodology and processes • Examples of templates include:  - Project Plan  - Risk Log  - Checkpoint Report
  38. 38. Stakeholder Management IDENTIFY The implementation of a DMS will involve a large number of stakeholders, including: • CIO/Head of IT – sign off/make aware of project • IT Teams – Service Desk to support queries regarding new system; Network Team to support installation of new system on infrastructure If the system is to be developed in-house, then internal development team will need to be involved • Test Team – test new application is fully accessible by all users; ensure data integrity. Ideally include end users • Document Specialists – Verify the documents before and after migration to ensure no corruption
  39. 39. Stakeholder Management IDENTIFY • Third party suppliers – ensure they’re fully aware of timeframes and agree SLA’s • Fee-earners – ensure representatives confirm that they’re generally happy with the new system • Marketing/Communications – to launch the firm-wide campaign promoting the new system • Training – to create training sessions & materials for all end users and IT Support staff • PROJECT TEAM – the project support team assisting the project manager with the management and coordination of all aspects of the project
  40. 40. Stakeholder Management PRIORITISE ROLES - High power, high interest: Fully engage these people and keep satisfied - High power, low interest : Keep these people satisfied, but not so much that they become bored with the message. - Low power, high interest: Keep these people adequately informed; talk to them to ensure that no issues arise. These people can often be very helpful with the detail of the project. - Low power, low interest: Monitor these people, but do not bore them with excessive communication.
  41. 41. Stakeholder Management Prioritise roles • High power, high interest IT teams, Third party suppliers, project team • High power, low interest: End-users / fee-earners • Low power, high interest: Marketing team, • Low power, low interest Rest of business that wont use the system IT teams, Third party suppliers, project team End users/Fee earners Marketing Team Rest of Business
  42. 42. Prioritise roles • Once the roles of each stakeholder has been determined, the appropriate level of communications between them can be arranged, • For example: they attend a twice weekly meeting, or they receive an email once a week providing status update Stakeholder Management
  43. 43. Communications Approach Examples of communications approach that the firm can use to promote the new document management system include: • Email sent out to all staff advising of new proposed system with expected timeframes • Marketing team to send out newsletters highlighting the new system, its benefits and reasons for the new document management system • Posters put up in key areas advising users of the new system • IT Support to advise users of the new system when they call in with a query • A message to be displayed on the firms intranet.
  44. 44. Risk, Action and Issue Management • Risks, actions and issues should be identified at the start of the project, recorded in logs and then monitored throughout the project lifecycle. • A brainstorming session with the project team and stakeholders will bring out possible issues and risks and actions to ensure successful delivery. • Capture this information in Individual or joint logs (RAID log) including  who raised the point,  a level of priority,  timing when it was identified and  a target resolution date.
  45. 45. Risk Management • Risk: something which could threaten the achievement of project objectives. It is a POTENTIAL issue • Risk management: Identification, assessment and prioritisation of an event that can have both a negative and a positive effect. • The new document management system can yield many risks which must be logged and workarounds planned in the event that they occur.
  46. 46. Examples of risks can include: •What if the documents don’t migrate across accurately? • What if we lose some documents? • Affect of this product on company revenue? • Will users learnt this new system with ease? • Costs associated with late delivery? • Are all the software applications compatible with the new DMS? • Are staff committed for the entire duration of the project? All the identified risks should have a contingency plan that should be approved of and implemented in the event that the risk occurs. Risk Management
  47. 47. Issue Management • Issue: is something which has happened and threatens achievement of project’s objectives. • An issue resolution process should be in place before the project starts to ensure the project remains on track. • Issue management is the process of identifying and resolving issues. • Examples of issues can include:  User ‘buy-in’ to the new system  Problems with staff – relating to resources  Third party suppliers – such as delays with the delivery of a product  Technical failures – such as a technological problem in the project
  48. 48. Action Management • An action plan is used to formally and systematically lay out the steps that need to be taken for successful implementation. • All the actions that need to be completed must be logged. • For each action, there will be an owner assigned to complete the action by a specified date. • Examples of actions can be:  Creation of project documentation  Engage third party suppliers  Create training materials
  49. 49. Thank you Questions?