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Laserfiche Empower 2017 information managementaas


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My talk from Empower 2017 on information management as a Service

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Laserfiche Empower 2017 information managementaas

  1. 1. IMaaS—Ensuring Information Can be Harvested for Better Productivity Christopher Wynder, Ph.D Director of Client Services ThinkDox, Inc. @ChrisW_thinkdox
  2. 2. Overview ThinkDox INC. Developing a framework for long term success Managing IMaaS Implementing a service orientated Information Management strategy
  3. 3. Burst Lift Mortar Information management has fundamentally changed Burn Fuel Com. P2P Fire Control Pre-BYOD Today ThinkDox INC.
  4. 4. Patterns of HOW work gets done have changed Strictly Org. Chart Nodal ThinkDox INC. Model adapted from Dion Hinchcliffe @dionhinchcliffe; IT models Image from: Biology/ANAP/ANAP_V1.1/help/anap-userguide/manual.html • Information passed upwards. • Access to information was strictly tied to position in hierarchy. • Ability to action on information tied to hierarchy • Information passed between nodes based on relationships within organization. • Ability to action on information tied to role and project.
  5. 5. Documents consist of information that is used for particular business processes. There is no requirement for documents to be maintained for any period of time. Records are a subclass of documents that must be treated differently. Specifically, they must be maintained in a format that cannot be changed for a specific length of time. Technology has mixed separated tasks Users do not have “silo’ed” work days where they handle just records or handle just documents. 9am DATE ? 5pm The average user’s day ERP/CRM ThinkDox INC.
  6. 6. The days of separate information sources is over Organization-owned content stores Departmental controlled content stores Resource driven view of the corporate information Individual corporate stores Individual personal data DATE ? Service driven view of corporate information ERP/CRM ERP/CRM
  7. 7. Integrating storage and service strategies ThinkDox LLC. Developing a framework for long term success Preparing for success How to ensure that you meet the actual needs of the organization
  8. 8. Refresh scheduleMix of content types The Information Garden Harvest schedule ThinkDox INC.
  9. 9. The soil is the key. Each plot needs to be balanced for the crop IT Efficiency Risk Mitigation Business Efficiency The Soil is the platform for information movement. Each “plot” (service) is designed to enable personas based on information usage. In a cloud environment users may want different platforms for each “plot.” The garden as a whole needs to accessible for all users.
  10. 10. Supporting Nodal working patterns An architect plans the design of information: Brings structure to unstructured sources. Provides easy access to information users already know about. Requires existing user compliance and understanding of information sources. A gardener sets the parameters of access: Single point of entry across multiple types of information based on process. Provides access to a wide variety of information. Requires understanding of how work gets done. ThinkDox INC.
  11. 11. Matching resource access to working patterns 9am DATE ? 5pm The average user’s day How many different applications are they using How many times are they breaking compliance ERP/CRM Generate- How do users generate content-what are the filetypes, what are the key applications Record Where is the information from that content being recorded? Office documents, applications Organize What is the point of the content? Is the information being shared? Is it for revenue generation? Does it need to be moved to other people? When the information source used again. What do users really need, what can you securely provide them.
  12. 12. This is a multi-project problem Information risk and value Enterprise wide policies Archiving Disposition, growth control Information Organization Build a taxonomy Storage management Enterprise wide storage control through deletion The key to controlling growth is translating management practices into governance policies Management Governance Long term ROI PolicyTech
  13. 13. Taking advantage of infrastructure advances ThinkDox LLC. What is shaping ECM and information management in general Preparing for success Implementing a service orientated Information Management strategy
  14. 14. What does your infrastructure look like? IT and worker location Structure/Arrangement Main ITS Location 2 Location 1 Location 3 Separate App/Inf/s service Balancing budget with innovation As budget and capacity become restrained, the need for consolidation will be increased. For most this has meant moving high workload, low compliance applications to the cloud. Without a clear security and access plan to partition services, “working” becomes a series of security compromises
  15. 15. ThinkDox LLC. You may not know it but you are already part of the cloud
  16. 16. Cloud based infrastructure is a boon for IMaaS but it is not an easy transition Communicate • IM or email doesn’t matter. • Automatically control content. • Comply with regulations with ease. Edit anywhere • Complete version control. • Keep documents under control. • Integrated mobile device management. Communicate Collaborate Edit anywhere Enable What cloud vendors are marketing What your reality is Collaborate • Let teams choose how they work. • Complete document management. Enable • Build work- focused social networks. • Find experts easily. • Let users own their sites. Providing a seamless experience requires implementation of at least FIVE separate cloud applications plus the access and identity management system.
  17. 17. DATE ERM SharePoint Legacy Exchange ERP Information will be in a mix of on-premise and cloud during the transition period On-Premise Software Cloud and SaaS ThinkDox INC.
  18. 18. Your security plan needs to change to protect your information ThinkDox INC. Web Access Home AD Mobile Client Client Web Access Home AD Mobile Client Client
  19. 19. Strategic planning requires an understanding of how IT resources map to business services Business facing IT measureable IT resources IT service Capacity Applications Business activities People Infrastructure A IT service should reflect the business activities. Business activities are rarely performed in a single application or storage location Financial Services Resource planning The applications and storage points user need. Expand the list to include back-end systems. These are the key capacity resources ERP, “S drive”, excel ATL Data center, local SAN, web service Applications Infrastructure Example
  20. 20. Capacity management is the first step. Master the performance analysis then plan appropriately. Capacity planning are the actions taken on re- occurring management concerns Capacity management is a tactical activity focused on the present. It is the foundational procedure of defining KPIs that provide insight into critical temporary events. Capacity planning is a strategic activity focused on the future. It is the process forecasting based, on historical usage, peak usage, and business inputs. At its core, IM-as-a-Service is about measuring and analyzing information supporting technology in a way that is useful for both management and planning. Measure Predict Confirm The measured value must provide actionable insight. Look for trends that are repeatable- and predictable. Use the predictions to set average and peak values.
  21. 21. Identify resources that are key to capacity based on dependencies. Critical resources will be those that are key integration points or systems where multiple resources pass through across multiple services. Application Data Center Azure ERP CRM Local DB ECM Infrastructure IT service Financial reportingXy “S” Drive Network hub to DC Email
  22. 22. Move from here to IMaaS carefully ThinkDox INC. What is shaping ECM and information management in general Managing IMaaS How to ensure that you meet the actual needs of the organization
  23. 23. Design an information platform for long term use Public Access Home Mobile Client Web Access API? Data Lake? Connector? User access? Vendor consolidation?
  24. 24. Insight Day-to- day operations Content creation Archive Marketing Financial Competitive Hiring processes A/P processes Time-off External comm. User store Group “junk drawer” Legal Long term value Use Archive Run-off Context Multi- department use Key forward thinking information Value of content increases Numberofusersfor contentincreases
  25. 25. Insight Day-to- day operations Content creation Archive Use Archive Run- off Context Multi- department use Key forward thinking information The move to Office 365 displaces normal software usage. As organizations move to Office 365, day-to-day operations are often transferred out of purpose built apps and into collaborative O365 tools. Transfer of information between applications often lags behind the process.
  26. 26. Insight Day-to- day operations Content creation Archive U s e Archi ve Run- off Context Multi- department use Key forward thinking informati on Focus on ensuring that information moves between applications at the same rate as the process. Start with back-end services to ease compliance. Long term success requires a policy framework that leads both IT and end users to understand HOW information is governed. RecordsValue
  27. 27. Build you IM-aaS iteratively Principals of Kanban 1. Visualize Work • By creating a visual model of your work and workflow, you can observe the flow of work moving through your Kanban system. 2. Limit Work in Process • You can also avoid problems caused by task switching and reduce the need to constantly reprioritize items. 3. Focus on Flow • By using work-in-process (WIP) limits and developing team-driven policies, you can optimize your Kanban system to improve the smooth flow of work, collect metrics to analyze flow, and even get leading indicators of future problems by analyzing the flow of work. 4. Continuous Improvement • Once your Kanban system is in place, it becomes the cornerstone for a culture of continuous improvement. Teams measure their effectiveness by tracking flow, quality, throughput, lead times and more. Use Kanban as a starting point Kanban is from Toyota’s “Just-in-Time” model of supply management. This required precise knowledge of when parts were needed, how many and what the rate of replenishment was for any given part. Similarly, from a users perspective information is only useful at the time of use. Unless you are an academic- you likely want the information in order to do something now.
  28. 28. Alignment and mapping of goals and how-to User perspective What do users need to know to perform their job? Is it tied to a process or just general knowledge? Does it expire? Or change based on time or location? Enterprise perspective What are the required permissions for users to get their job done? Does access to information enhance process efficiency? Where is necessary information for a process coming from?
  29. 29. Don’t impede day-to-day operations User perspective Don’t re-build process in version 1.0. Aggressively push for more access to base information. Limit the need for application switching for information only purposes Enterprise perspective Design simple, implementable versions that fix a pain point. Think information movement first, technical integration second. Limit the number of apps that manage processes
  30. 30. Look to cull “extra” people steps User perspective Collect data, focus on changes that to reduce tedious steps. Embed compliance steps into automation. Design for “peak laziness” Enterprise perspective Focus on efficiency of whole process. Be willing to pay for automation to be done correctly. Provide ECM/BPM team will full access to compliance needs
  31. 31. Have a plan for version 3.0 before completing 1.0 User perspective Have a transparent roadmap for what you are building towards. Keep assuming there are steps that can be removed from users. Stage the transfer of user driven to machine performed steps so as to be seamless. Enterprise perspective Place a premium on process efficiency as a design element Engage process users to reduce the headaches of change. Automate steps that impede information movement.
  32. 32. Dept. level Balance strategy with reality Org. level System of interaction System of record Access control Findability Archive Ad hoc/ Fileshare Holistic planning for information management Infrastructure planning Requirement gathering Implementation Integrated retention and disposition schedules Understanding trends in content generation Information management strategy Technological support for managing information
  33. 33. Move from single process to enterprise strategy by cross mapping inefficiencies to work nodes A/P Order Processing Department specific processes Check schedule Follow-up Confirm Payment Send order Review order Monitor action Request internal action Review fulfillment Financial information Analysis Documents Messages Finance HR C levels BAs Map the path through the nodes via user to user communication Strategic planning of service upgrades requires an understanding of how users use information to move through their day both within their department and between departments. Department movement through information sources
  34. 34. DO NOT underestimate the role of engagement as part of the move to IMaaS Over-explain the need for user involvement in the move to IMaaS project. Provide a mechanism for feedback. Schedule and keep to the schedule of feedback. Nothing kills a ECM project faster than silence from the ECM team. Communicate Build collaborative partnerships with the business when shaping the changes in related processes; employee on-boarding, retire/fire, financial reporting. Create a clear, shared vision between the key stakeholders and IT. Take everyone with you, develop a shared agenda. Collaborate Build confidence in the change – allocate time and resources for user testing and training. Provide visible and active post rollout support. Get feedback, fix problems, and keep communication channels open. Build Confidence Focus on the three key tactics for success when implementing change: Communicate, Collaboration, and Confidence
  35. 35. IMaaS is as much about IT staffing as it is about choosing the right platforms • Start by determining how similar the key intra- and inter-departmental information movement patterns are across key IT platforms. • Start with SERVICE issue; “Salesforce isn’t working may be the equivalent of “I can’t find the customer ID” to users. The Application support team and Service desk team need to work in concert. • IT Asset Management and Capacity planning are they the necessary skills for technical success. • Communicate, Communicate, Communicate. Every aspect of any “aaS” is about have clear lines of communication between support and users.
  36. 36. Thank you Have questions or want a copy of the presentation: Email me: Don’t want to email me: See our websites presentation page We are on twitter and LinkedIn @Thinkdox @ChrisW_thinkdox