Enterprise Architecture Symposium – Toronto – 30 March 2011<br />Support of knowledge worker business processes through th...
Gartner ECM Magic Quadrant<br />
Metastorm ProVision® (PV) & Knowledge Exchange (KE)<br />
Metastorm Is Now OpenText<br />
Context<br />The Enterprise Content Management (ECM) field has traditionally addressed:<br />Unstructured data = Content<b...
Premises<br />EA exercises tend to focus on structured information and processes since these are ‘easier’ or more visible ...
Every thing that can be digital, is eventually becoming digital<br />Every thing that can be digital, is eventually becomi...
ECM – ERP Priorities<br />Business Processes in Greatest Need of Integration with ECM<br />0%         2%        4%       6...
Knowledge Work<br />11<br />
Cooperrider in Staron, 2006, p. 23 Staron, M., Jasinksi, M., & Weatherley, R. 2006.Life based learning: a strength based a...
The Law of Digital Disruption at Work<br />15<br />Change<br />Technology Change<br />Social Change<br />Business Change<b...
Access to Facebook, Twitter, and YouTube is prevented in 45% of organizations<br />
The Rise of Social Networking<br />
“Many executives have a hazy understanding of what it takes to bolster productivity for knowledge workers<br />...knowledg...
Primary Barriers<br />Physical<br />Geographic and time separation<br />Technical<br />Lack of necessary tools<br />Social...
“It’s time for companies to develop a strategy for knowledge work—one that not only provides a clearer view of the types o...
Free Access<br />Primary/original approach for:<br />Autonomous workers with high degree of expertise<br />Attorneys, desi...
Free Access<br />Benefits<br />Enjoyment, positive feeling<br />Best when work is unpredictable<br />Negatives<br />Worker...
Challenges<br />Preventing alienation<br />Avoiding automated crack-up<br />Proposal<br />Allow workers to over-ride<br />...
Trend over time<br />Computer-facilitated<br />Computer-supported<br />Automated<br />
“Organizations around the world struggle to crack the code for improving the effectiveness of managers, salespeople, scien...
Changing roles require different skills<br />Example<br />People tasked with Content Creation are seldom good at Content P...
ECM<br />28<br />
CurrentIndustry definition<br />EnterpriseContentManagement<br />Open TextEarly 2000’s<br />
Content Governance<br />retention<br />risk<br />security<br />litigations<br />compliance<br />
resources<br />Content Efficiency<br />31<br />cost<br />optimization<br />time-to-market<br />quality<br />
Key Enterprise Challenge<br />Business<br />Legal<br />32<br />Analyst Day - Boston - 2011<br />
ECM Market – Still emerging<br />Database<br />Supply<br />Chain<br />Management<br />Customer<br />Relationship<br />Mana...
ECM now encompasses previously disparate technologies<br />
P-P-Information or P-P-Content?<br />         Processes<br />Content<br />     People<br />
Information Spectrum<br />Content<br />Data<br />$  #<br />Structured						Unstructured<br />
Process Dimension<br />BPM , Workflow<br />Social<br />Collaboration<br />Structured/Ordered				Unstructured<br />Exceptio...
<ul><li>Increase Efficiency
Reduce Cost
Reduce Compliance Risk</li></ul>Value<br />Business Process centric ECM(Content embedded in business process)<br />ECM Sui...
SAP PM Unscheduled MaintenanceExample Process including Root Cause Analysis<br />|39<br />2<br />1<br />3<br />4<br />Noti...
Create Work Order 2 to investigate the problem and provide a remedy  Root Cause Analysis Workspace
Root Cause Analysis may require revisions to maintenance plan (Inspection, Service, Calibration)
Printing Shop Papers
Assign Technician
Technician repairs the equipment
Everything gets documented in the Maintenance Work Order Workspace
Technician uses an iPad for access to documents in related  Workspaces (Func. Locations& Equipment)
Technician uses an iPhone/BB for capturing photos directly into the Workspace
Create maintenance  notification of  type “Malfunction Report”</li></ul>Plant Operator<br />Define Analysis Objective<br /...
Determine scope (technician, objective, time frame, etc.)
Submit report for review / approval
Conduct predefined analysis (ETA, FTA, RCA, etc.)
Record analysis and testing results
Review OEM manuals for op limits and maintenance schedule
Inquire with OEM and supplier on model experience
Control work progress (reporting)
Collect failure data
Review maintenance / failure history
Upload photographs and any interview notes
Assign responsibilities to assessment roles
Plan tasks and resources (tasks, WFs, follow up)</li></ul>Reliability Engineer<br />Records Management<br />
SAP PM Unscheduled Maintenance Panel Operator initiates Root Cause Analysis<br />
SAP PM Unscheduled MaintenanceReliability Engineer: Root Cause Analysis Workspace<br />Binder Workspace Pump P-3000-N004 a...
Collaboration Dimension<br />Formal								Informal<br />People’s Jobs<br />
People Spectrum<br />Formal								Informal<br />Collaboration<br />Individual 			Group<br />
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Support of knowledge worker business processes through the provisioning of appropriate content management and social technologies

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  • Introduction to selfInternal EA role, not Sales – especially concerned with Content and Content-centric Collaboration and Social
  • The latest Gartner MQ for ECM – OpenText is a leader in the company of much larger organizations. The size of a company is a factor in Gartners’ ability to execute dimension. OpenText is by far the largest independent vendor fully focused on ECM.Note: the Gartner MQ is not a measure of product quality but a combination of the completeness of vision and ability to execute.
  • A well know EA and BPA tool set
  • Open Text acquired Metastorm recently. Looking to apply EA and BPA approaches to map and understand the value of content-centric and unstructured processes
  • Enterprise Content Management (ECM) is especially concerned with People – Process – Content. From a classic EA/IA perspective Content is a form of Data, but Rules are especially critical in some business applications of ECM.
  • This applies to Content and to modes of Collaboration, especially as the range of Collaboration modes is exploding through Social Media
  • ECM (Enterprise Content Management) systems have evolved to take control of more and more of the unstructured content within the enterprise – scanned documents, physical &amp; electronic records, faxes, emails, web pages, messages, images, etc. Some systems are installed as a single enterprise-wide repository; others take a more evolutionary approach, linking existing document and content repositories through information-access portals. Key drivers for the adoption of ECM are: productivity in document-centric processes, improved knowledge-sharing, coordinated customer service, reduced compliance risk and unified legal discovery.Meanwhile, ERP (Enterprise Resource Planning) systems have taken control of the structured data content within the enterprise, from finance to service, from CRM to HR. However, within each of the application processes in ERP, there are often textual documents supporting the purely transactional data. Product data sheets, customer correspondence, quality reports, contract proposals, asset drawings and appraisement reports are important parts of their related business processes. Indeed, some paper items such as invoices, remittance notes, delivery notes and claim forms are integral to otherwise heavily transactional processes. In a recent survey conducted by the AIIM organization, a non-profit association that provides research, education, analysis, and best practices to help organizations better find, control and optimize information, to explore the business drivers, the issues faced and the returns being achieved. As we can see here, the most valued links are those involving transaction workflows, with the resultant improvements in productivity. Interestingly, improved customer service and knowledge sharing are rated more highly than consistency of compliance. We also see that the longer-term strategic vision of a joint infrastructure between structured and unstructured data has yet to resonate with users – at least at the practitioner level.
  • There are various perspectives on what defines Knowledge in the context of society
  • Creativity and value creation typically result from and a range of interactions and are conveyed and expressed in forms of rich content
  • Early attempts at knowledge management (especially in the 1990’s) attempted to capture Explicit knowledge into repositories, with some provision for Collaboration to exchange knowledge. New Social tools have the potential to better enable the exchange of Tacit knowledge. Organizations are struggling to understand Social Media against a backdrop of consumer web experience
  • The battle between ‘classic’ Content Search as championed by Google and Social Networking as championed by Facebook has taken a dramatic turn – it has much to teach Enterprises wed to Repositories and Databases
  • Of the Primary Barriers, seen in at least 50% or organizations surveyed in this September 2010 McKinsey study, #2 Technical Tools are probably closest to being addressed – at least interms of avaialabilty, if not appreciation of how best to use. The other represent major barriers.Talk about sociology, normal behaviour, biological bandwidth issues
  • Another McKinsey piece, from February 2010 , by Davenport, proposed that there be a better understanding of when structure can be applied. The traditional approach to KM has advanced Free-Access as the best model.
  • These models of Knowledge management are compared...
  • Compare
  • Either may be preferred in different situations based on a classic 2x2 of Work Complexity vs. Level of Interdependence
  • When this article was posted, there was a lot ‘push-back’ from commentators
  • If we consider another dimension, namely the degree to which the task is undertaken by a computer, it is clear that over time the most Routine Individual tasks will no longer require humans, and that computer-systems will increasingly facilitate and then support business processes.These trends mean that increasingly the remaining jobs require ‘knowledge work’
  • Statistic and comment from the September 2010 McKinsey article mentioned earlier
  • Changing roles require different skills... DiscussECM systems will therefore become more important to organizations – so where is ECM at present? ECM review...
  • A traditional driver for ECM…
  • And the other…
  • There are competing challenges of bringing the best in productivity and value to your end users while balancing this with the need to consistently apply corporate governance guidelines.
  • As a whole ECM application are still maturing, although some aspects are quite mature
  • Modern ECM Suites encompass a range of previously disparate technologies
  • The relevance of ECM to organizations has often been expressed in the same terms as other information system, but ‘calling out’ Content
  • In reality each of these cover a wide spectrum, much of which is the province of other business support tools like ERP and CRM, but ECM tends to emphasise the ‘unstructured’.
  • Often ECM is much more critical during the management of exceptions to structured processes.
  • Here is a clear example of a major exception in Unscheduled Plant Maintenance. Much of the process is recorded and supported by Content –emails, photogrpahs, reports, manuals, etc.
  • An integrated dashboard ties together the ERP management of the process with the diverse range of Content generated during the Event
  • ECM systems have traditionally been effective at supporting informal processes by providing a range of Collaborative tools such as Task Lists and Discussion Groups
  • But not all task require group collaboration
  • Review the prior slide in the EA/IA representation
  • Let’s look again at Plant Maintenance – in this case Enterprise Asset Mgmt (in SAP Plant Maintenance). Here looking at routine Plant Shutdown
  • Public social media such ass Facebook or Twitter are clearly winning the battle for people’s attention today. Yet many organizations fear the perils of social media, particularly around security, legal risks, and compliance. In fact, about 50% of our customers are still blocking the access to public social media from their networks. That said, these customers know that this is a futile resistance as employees simply use their personal mobile devices and circumvent the IT blockade.Most organizations want to leverage the power and productivity of the social media tools but in a secure, compliant, and risk-managed environment.
  • Users are often far more involved than the classic 90:9:1 rule would suggest
  • Most discussions of Social Networking have focused on the B2C – i.e. Persuasive ECM. But there are many other possibilitiesContentmonetization is and emerging theme of special interest to CMOs. Help the organization to differentiate its offerings. Need to foster collaboration across the different departments Make communication more effective by reaching the right audience with the targeted message at the lowest possible cost Enhance customer experience to enhance customer service, increase customer satisfaction, and entice customers to consider additional offerings Engage with customers and employees in a better, productive dialog Improve the company’s perception in the marketplace
  • A set of offerings based on the Systems of Record (e.g. Archiving, Records management, Document Management = CLM) which provide the secure, compliant and risk-mitigating infrastructure. On top of that, a set of Systems of Engagement (based on WCM, Social Media, DAM) which allow LOBs get their jobs done without compromising the organization’s security, compliance and risk mitigation needs.
  • Extending the twitter paradigm to Content and ContextTalk about internal experience with Pulse
  • Support of knowledge worker business processes through the provisioning of appropriate content management and social technologies

    1. 1. Enterprise Architecture Symposium – Toronto – 30 March 2011<br />Support of knowledge worker business processes through the provisioning of appropriate content management and social technologies<br />Martin Sumner-Smith<br />VP, EA<br />Copyright © Open Text Corporation. All rights reserved.<br />Rev2.0 01102010<br />
    2. 2.
    3. 3. Gartner ECM Magic Quadrant<br />
    4. 4. Metastorm ProVision® (PV) & Knowledge Exchange (KE)<br />
    5. 5. Metastorm Is Now OpenText<br />
    6. 6.
    7. 7. Context<br />The Enterprise Content Management (ECM) field has traditionally addressed:<br />Unstructured data = Content<br />Unstructured processes<br />Knowledge Management<br />Is still a hybrid between paper & electronic in many processes<br />
    8. 8. Premises<br />EA exercises tend to focus on structured information and processes since these are ‘easier’ or more visible than unstructured<br />The proportion of knowledge workers in workforces is increasing<br />Some structure is being introduced to knowledge work<br />The relevance of newer social technologies to enterprises is still being determined & developed<br />
    9. 9. Every thing that can be digital, is eventually becoming digital<br />Every thing that can be digital, is eventually becoming digital<br />9<br />
    10. 10. ECM – ERP Priorities<br />Business Processes in Greatest Need of Integration with ECM<br />0% 2% 4% 6% 8% 10% 12% 14%<br />Accounts payable (invoices)<br />Project management<br />Legal<br />HR<br />Sales/CRM<br />Maintenance/asset management<br />Customer service<br />Quality control<br />Case management<br />Procurement<br />In your organization, which business process is currently the most in need of integration with content/document management(N=120)<br />0% 10% 20% 30% 40% 50% 60% 70%<br />Greatest Benefits from Integrating ECM with Business Processes<br />Productivity benefits of linking documents and transaction workflows<br />Customer service improvement from immediate access to all related content<br />Which of the following would you say are the TWO biggest benefits of linking ECM with ERP and CRM(N=296)<br />Knowledge-sharing benefits of universal staff access to information<br />Compliance benefit of consistent records management across all data<br />Higher level of quality, less mistakes from manual cross-reference<br />Improved storage management and resilience<br />Commercial/strategic benefit of combined access to structured and unstructured data<br />Source: AIIM White Paper Connecting ERP and ECM: Measuring the Benefits<br />
    11. 11. Knowledge Work<br />11<br />
    12. 12. Cooperrider in Staron, 2006, p. 23 Staron, M., Jasinksi, M., & Weatherley, R. 2006.Life based learning: a strength based approach for capability development in vocational and technical education: a report on the research project Designing professional development for the knowledge era”. Sydney, TAFE NSW ICVET.<br />
    13. 13.
    14. 14.
    15. 15. The Law of Digital Disruption at Work<br />15<br />Change<br />Technology Change<br />Social Change<br />Business Change<br />Political Change<br />Time<br />Analyst Day - Boston - 2011<br />
    16. 16. Access to Facebook, Twitter, and YouTube is prevented in 45% of organizations<br />
    17. 17. The Rise of Social Networking<br />
    18. 18. “Many executives have a hazy understanding of what it takes to bolster productivity for knowledge workers<br />...knowledge work involves more diverse and amorphous tasks than do production or clerical positions, where the relatively clear-cut, predictable activities make jobs easier to automate or streamline<br />Likewise, performance metrics are hard to come by in knowledge work, making it challenging to manage improvement efforts”<br />
    19. 19. Primary Barriers<br />Physical<br />Geographic and time separation<br />Technical<br />Lack of necessary tools<br />Social or Cultural<br />Organizational restrictions, opposing incentives and motivations<br />Contextual<br />Not knowing who to consult or to trust<br />Temporal<br />Time, or rather the perceived lack of it, is also a critical factor<br />
    20. 20. “It’s time for companies to develop a strategy for knowledge work—one that not only provides a clearer view of the types of information that workers need to do their jobs but also recognizes that the application of technology across the organization must vary considerably, according to the tasks different knowledge workers perform.”<br />Free access to knowledge vs. Structured provision<br />
    21. 21. Free Access<br />Primary/original approach for:<br />Autonomous workers with high degree of expertise<br />Attorneys, designers, marketers, scientists, senior execs, ...<br />Assumed to be capable & disciplined<br />Technology<br />KM systems, Internet, social media – public and private/corporate<br />Structured Provision<br />Appeared in the 1990’s<br />Technology<br />Content management systems, workflow/BPM, portals, collaboration/social<br />Newest = adaptive case management<br />
    22. 22. Free Access<br />Benefits<br />Enjoyment, positive feeling<br />Best when work is unpredictable<br />Negatives<br />Workers lack skills <br />Metrics not easy<br />Requires discipline<br />Structured Provision<br />Benefits<br />Reduced distraction<br />Load-based routing<br />Embedded rules<br />Negatives<br />User resistance<br />Reduced socialization<br />Reduced agility<br />
    23. 23.
    24. 24. Challenges<br />Preventing alienation<br />Avoiding automated crack-up<br />Proposal<br />Allow workers to over-ride<br />Systems recommend not enforce<br />
    25. 25. Trend over time<br />Computer-facilitated<br />Computer-supported<br />Automated<br />
    26. 26. “Organizations around the world struggle to crack the code for improving the effectiveness of managers, salespeople, scientists, and others whose jobs consist primarily of interactions—with other employees, customers, and suppliers—and complex decision making based on knowledge and judgment.”<br />26<br />
    27. 27. Changing roles require different skills<br />Example<br />People tasked with Content Creation are seldom good at Content Promotion<br />But Value depends on use<br />ECM has traditionally consideredmitigation of costs ofProduction & Finding <br />Martin-fulcrum.blogspot.com<br />
    28. 28. ECM<br />28<br />
    29. 29. CurrentIndustry definition<br />EnterpriseContentManagement<br />Open TextEarly 2000’s<br />
    30. 30. Content Governance<br />retention<br />risk<br />security<br />litigations<br />compliance<br />
    31. 31. resources<br />Content Efficiency<br />31<br />cost<br />optimization<br />time-to-market<br />quality<br />
    32. 32. Key Enterprise Challenge<br />Business<br />Legal<br />32<br />Analyst Day - Boston - 2011<br />
    33. 33. ECM Market – Still emerging<br />Database<br />Supply<br />Chain<br />Management<br />Customer<br />Relationship<br />Management<br />Mainframe <br />Software<br />Desktop <br />Operating<br />System<br />Product<br />Lifecycle<br />Management<br />Unstructured<br />Information<br />Business<br />Intelligence<br />Artificial<br />Intelligence<br />Surface <br />Computing<br />Disruptive<br />Emerging<br />Maturing<br />Saturation<br />Decline<br />Slide 33<br />Source: Citi Investment Research and Analysis<br />Copyright © 2009 OpenText Corporation. All rights reserved.<br />
    34. 34. ECM now encompasses previously disparate technologies<br />
    35. 35. P-P-Information or P-P-Content?<br /> Processes<br />Content<br /> People<br />
    36. 36. Information Spectrum<br />Content<br />Data<br />$ #<br />Structured Unstructured<br />
    37. 37. Process Dimension<br />BPM , Workflow<br />Social<br />Collaboration<br />Structured/Ordered Unstructured<br />Exceptions  cost<br />Business Process/Time<br />
    38. 38. <ul><li>Increase Efficiency
    39. 39. Reduce Cost
    40. 40. Reduce Compliance Risk</li></ul>Value<br />Business Process centric ECM(Content embedded in business process)<br />ECM Suite (Integrated solution)<br />Best of Breed(Specialized components)<br />Stage of Maturity<br />ECM Solutions Becoming an Integral Part of Core Business Processes<br />
    41. 41. SAP PM Unscheduled MaintenanceExample Process including Root Cause Analysis<br />|39<br />2<br />1<br />3<br />4<br />Notificationof Failure<br />Repair<br />Tear Down<br />Start-up<br />Conduct Root Cause Failure Analysis<br />Create Maintenance Notification<br />Create Work Orders<br />Scheduling and Fixing<br />Completion<br /><ul><li>Create Maintenance Work Order 1 to fix the problem Work Order Workspace
    42. 42. Create Work Order 2 to investigate the problem and provide a remedy  Root Cause Analysis Workspace
    43. 43. Root Cause Analysis may require revisions to maintenance plan (Inspection, Service, Calibration)
    44. 44. Printing Shop Papers
    45. 45. Assign Technician
    46. 46. Technician repairs the equipment
    47. 47. Everything gets documented in the Maintenance Work Order Workspace
    48. 48. Technician uses an iPad for access to documents in related Workspaces (Func. Locations& Equipment)
    49. 49. Technician uses an iPhone/BB for capturing photos directly into the Workspace
    50. 50. Create maintenance notification of type “Malfunction Report”</li></ul>Plant Operator<br />Define Analysis Objective<br />Initiate Analysis <br />Conduct Analysis<br />Recommendations<br /><ul><li>Reliability Engineer receives an email with link to Root Cause Analysis Workspace
    51. 51. Determine scope (technician, objective, time frame, etc.)
    52. 52. Submit report for review / approval
    53. 53. Conduct predefined analysis (ETA, FTA, RCA, etc.)
    54. 54. Record analysis and testing results
    55. 55. Review OEM manuals for op limits and maintenance schedule
    56. 56. Inquire with OEM and supplier on model experience
    57. 57. Control work progress (reporting)
    58. 58. Collect failure data
    59. 59. Review maintenance / failure history
    60. 60. Upload photographs and any interview notes
    61. 61. Assign responsibilities to assessment roles
    62. 62. Plan tasks and resources (tasks, WFs, follow up)</li></ul>Reliability Engineer<br />Records Management<br />
    63. 63. SAP PM Unscheduled Maintenance Panel Operator initiates Root Cause Analysis<br />
    64. 64. SAP PM Unscheduled MaintenanceReliability Engineer: Root Cause Analysis Workspace<br />Binder Workspace Pump P-3000-N004 at C1-BR2-1<br />Pump P-3000-N004 at …..<br />Phase Overview<br />Project Roles and rights predefined for this analysis type <br />Pump P-3000-N004 at C1-BR2-1<br />SAP Data<br />Predefined Folders are created to manage content<br />Default Task List predefined for this analysis type<br />All content is managed seamlessly by the organizations corporate Records Management program<br />
    65. 65. Collaboration Dimension<br />Formal Informal<br />People’s Jobs<br />
    66. 66. People Spectrum<br />Formal Informal<br />Collaboration<br />Individual Group<br />
    67. 67. The ThreePrimary Dimensions<br />StructuredProcess Unstructured<br />Formal People Org.Informal<br />StructuredInformationUnstructured<br />
    68. 68.
    69. 69. ECM Example: Case Management<br />46<br />
    70. 70. Copyright © Open Text Corporation. All rights reserved.<br />Slide 47<br />Process Overview<br />Step 3<br />Step 2<br />Step 1<br />Step 4<br />Step 4<br />People<br />- Administrators<br />- Coordinators<br />- Secretaries<br />Process Step<br />Case Received<br />- Scan (if paper)<br />- Index<br /><ul><li>Register</li></ul>- Review and assign (skip to step 3) or assign for review (go to step 2)<br />Content<br />Case request:<br /><ul><li>scanned copy of correspondence;
    71. 71. Email
    72. 72. MS Office document
    73. 73. phone inquiry transcript</li></ul>Case metadata (index number)<br />People<br /><ul><li>Administrators
    74. 74. Lawyers
    75. 75. Social Workers
    76. 76. Human Resources</li></ul>- Complaints Boards<br />Process Step<br />Case Review<br /><ul><li>Task and resource assignment</li></ul>Content<br />- Case files<br /><ul><li>Status tracking</li></ul>- Tasks<br /><ul><li>Event management and scheduling (timetables)</li></ul>- Reference data – may be unstructured and structured i.e. similar files, cases, complaints, model letters, reports, records, correspondence, financial data, academic data, etc)<br />People<br /><ul><li>Administrators
    77. 77. Lawyers
    78. 78. Social Workers
    79. 79. Human Resources
    80. 80. Subject Matter Experts (Doctors, Academics, etc)
    81. 81. Law Enforcement</li></ul>Process Step<br />Case Processing<br />- Respond<br /><ul><li>Request further documents if necessary</li></ul>- Task and resource assignment<br />Content<br />- Case files<br /><ul><li>Status tracking
    82. 82. Tasks
    83. 83. Timetables
    84. 84. Reference data (structured and unstructured)</li></ul>People<br /><ul><li>Administrators
    85. 85. Lawyers
    86. 86. Social Workers
    87. 87. Human Resources
    88. 88. Subject Matter Experts (Doctors, Academics, etc)
    89. 89. Law Enforcement
    90. 90. Judiciary</li></ul>Process Step<br />Case Completion<br /> - Case may be archived if not completed after predetermined time period – skip step 4.<br />Content<br />Case files:<br /><ul><li>Structured and unstructured
    91. 91. Digital signatures</li></ul>People<br /><ul><li>Records Manager
    92. 92. Librarian
    93. 93. Knowledge Manager</li></ul>- Web Designer<br />Process Step<br />Case Archiving (and Publishing in Some Cases)<br />Content<br /> - Final document in various formats: PDF, PPT, HTML document; print and paper<br /><ul><li>Case records indexed and full-text search enabled
    94. 94. Case excerpts may be published online where applicable.</li></li></ul><li>Copyright © Open Text Corporation. All rights reserved.<br />Slide 48<br />Collaboration within Process<br />Step 3<br />Step 2<br />Step 1<br />Step 4<br />Step 4<br />Process Step<br />Case Archiving<br />Content<br />Case to be archived upon completion; Indexed and full-text search enabled. Case excerpts may be published online where applicable.<br />Records of case and statistical information<br />Collaborative<br /><ul><li>Web site
    95. 95. Blogs
    96. 96. Digital Signatures</li></ul>Process Step<br />Case Received<br />Content<br /><ul><li>MS Office document
    97. 97. phone inquiry transcript
    98. 98. Case metadata (index number, attributes etc)</li></ul>Collaborative<br /><ul><li>Email
    99. 99. Phone/voice mail
    100. 100. Scanned or paper correspondence</li></ul>Process Step<br />Case Review<br />Content<br />- Case files.<br /><ul><li>Status tracking</li></ul>- Tasks<br /><ul><li>Event management and scheduling (timetables)</li></ul>- Reference data – may be unstructured and structured i.e. similar files, cases, complaints, model letters, reports, records, correspondence, financial data, academic data, etc)<br />Collaborative<br /><ul><li>Community
    101. 101. IM
    102. 102. Expertise locator
    103. 103. Email
    104. 104. Phone/voice mail</li></ul>Process Step<br />Case Processing<br />Content<br />- Case files<br /><ul><li>Status tracking
    105. 105. Tasks
    106. 106. Timetables
    107. 107. Reference data (structured and unstructured)</li></ul>Collaborative<br /><ul><li>Community
    108. 108. IM
    109. 109. Expertise locator
    110. 110. Email
    111. 111. Phone/voice mail</li></ul>Process Step<br />Case Completion<br />Content<br />Case files:<br /><ul><li>Structured and unstructured</li></ul>Collaborative<br /><ul><li>Community
    112. 112. IM
    113. 113. Expertise locator
    114. 114. Email
    115. 115. Phone/voice mail
    116. 116. Digital Signatures</li></li></ul><li>Copyright © Open Text Corporation. All rights reserved.<br />Slide 49<br />ECM at Play within Process<br />Step 3<br />Step 2<br />Step 1<br />Step 4<br />Step 4<br />Process Step<br />Case Received<br />Process Step<br />Case Review<br />Process Step<br />Case Processing<br />Process Step<br />Case Completion<br />Process Step<br />Case Archiving (and Publishing in some cases)<br />ECM at Play<br />Workflow/Case Management Framework<br />ECM Components<br /><ul><li>Communities, Wikis
    117. 117. Expertise Locator
    118. 118. Digital Signatures</li></ul>Non-ECM Components<br /><ul><li>Structured content i.e. SAP and Oracle</li></ul>ECM Components<br /><ul><li>Web Content Mgmt
    119. 119. Communities, Blogs, Wikis
    120. 120. Records Mgmt and Archiving</li></ul>Non-ECM Components<br /><ul><li>Digital Rights Mgmt</li></ul>ECM Components<br /><ul><li>Imaging</li></ul>Document Management/Repository<br />
    121. 121. ECM + EAM Example: Plant Shutdown<br />50<br />
    122. 122. What is Shutdown Turnaround?SAP Plant Maintenance<br />Shutdown Turnaround is project management of a special kind: managing the repair, replacement or maintenance of critical systems. Manufacturing, process plants, refineries, utilities, and many other systems must be regularly closed down or taken out of service for planned maintenance operations. <br />
    123. 123. SAP PM Shutdown Turnaround<br />1<br />2<br />3<br />Planning / Scheduling <br />Execution<br />Start-up<br />Shutdown Equipment Project Plan <br />Create Work <br />Order<br />Update Project Plan<br />Procurement<br /><ul><li>Equipment project plan is created in SAP Project Systems
    124. 124. Assign tasks
    125. 125. Create work breakdown structure
    126. 126. Create work order
    127. 127. Workspace is automatically created from SAP and also made available to other UI’s.
    128. 128. Create requisitions for equipment and materials
    129. 129. Issue PO‘s
    130. 130. Recieve and warehouse goods
    131. 131. Resource allocation for technicians/contractors
    132. 132. Refine project plan and update budget</li></ul>SAP EAM<br />Equipment <br />Workspace<br />Documentation<br />Creation<br />Documentation<br />Maintenance Updates<br />Planning <br />Workspaces<br /><ul><li>Workspace is now available for users to add content via non-SAP UI’s for the equipment that is being rebuild/replaced with associated folders to manage content
    133. 133. Review maintenance / history
    134. 134. Build work procedure (i.e. word document)
    135. 135. Create checklist for work package
    136. 136. Collaboration between vendors and suppliers
    137. 137. Updated product manuals/instruction from Supplier and tie to equipment in SAP
    138. 138. Create workspace for planning analysis
    139. 139. All planning documents are create and shared and maintained here until its determined if the equipment in review is going to be replaced/rebuilt. </li></ul>Extended ECM<br />Records Management<br />
    140. 140. SAP PM Shutdown Turnaround<br />Business Challenges<br /><ul><li>Lack of support tools for documentation, standardization, collaboration and record keeping on shutdown turnaround.
    141. 141. Inability to retrieve and review corporate wide historical shutdown turnaround lessons learned analysis and recommendations for plant equipment repair/replacement.
    142. 142. Maintenance documents and drawings not associated with SAP equipmentand plant maintenance data for ongoing asset performance initiatives</li></ul>Need:<br />Avoid inaccurate or missing content that leads to shutdown delays, increased costs and an unsafe work environment.<br /><ul><li>Efficiency through predefined workspaces for shutdown, planning and execution to collect information and collaborate with contractors / OEM
    143. 143. Operator, Engineer and Technician access to the historical shutdown maintenance records:
    144. 144. Shortened repair cycles
    145. 145. Reduced costs
    146. 146. Improved safety
    147. 147. Easy-document handling capabilities, enabling non-SAP users to access documentation from within context of SAP maintenance processes</li></ul>Solution Benefits<br />Key Differentiators:<br /><ul><li>Out-of-the-box SAP solution
    148. 148. Direct access to documentation associated with equipment
    149. 149. Collaboration tools to develop shutdown work packages
    150. 150. Complete documentation of historical maintenance records found within SAP
    151. 151. Reduce downtime
    152. 152. Better job planning</li></li></ul><li>Collaboration and Social<br />54<br />
    153. 153. Social Media<br />
    154. 154. Digital Media Transforming Organizations<br /><ul><li> Find experts quickly
    155. 155. Real time notification of key information updates
    156. 156. New content instantly available for searching
    157. 157. Information already stored in the right place</li></ul>Fast<br /><ul><li> Leverage thought leaders wherever they are
    158. 158. Tap into the collective intelligence of the group
    159. 159. Build knowledge bases, not jammed mailboxes
    160. 160. Connect the dots, spot the trends, stay in touch</li></ul>Smart<br /><ul><li> Build a sense of community that spans buildings
    161. 161. Enable teams to work together effectively
    162. 162. Break down silos and bring greater transparency
    163. 163. Enable people to better learn from each other
    164. 164. Facilitate new people getting up to speed</li></ul>Together<br />
    165. 165.
    166. 166. collaboration<br />Content Monetization<br />58<br />differentiation<br />communication<br />experience<br />engagement<br />perception<br />
    167. 167. Extending ECM to Web 2.0<br />Communities<br />Podcasts<br />Social Networks<br />Videocasting<br />Social Bookmarking<br />RSS<br />Folksonomies<br />AJAX <br />Wiki<br />Blogs<br />Aggregators<br />Widgets<br />59<br />Analyst Day - Boston - 2011<br />
    168. 168. Systems of Engagement<br />Systems of Record<br />60<br />
    169. 169. The Art and Science of Making the Desirable-Viable<br />61<br />
    170. 170. e.g. Issues<br />User acceptance/adoption<br />Training<br />Incentives & Recognition<br />Habit<br />Tribal behaviour<br />Narrow scope<br />The nature of work<br />Value realization<br />Governance<br />Knowledge managers<br />Taxonomies<br />Enterprise perspective<br />
    171. 171. Established Community Behaviour<br />90s style discussion<br />Older but technical users<br />Resistant to social networks<br />Not using the best tool<br />Martin-fulcrum.blogspot.com<br />
    172. 172. Pulse<br />64<br />
    173. 173. Premises Reviewed<br />EA exercises tend to focus on structured information and processes since these are ‘easier’ or more visible than unstructured<br />The proportion of knowledge workers in workforces is increasing<br />Some structure is being introduced to knowledge work<br />The relevance of newer social technologies to enterprises is still being determined & developed<br />
    174. 174. Thank You<br />66<br />

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