What does it take to be an ECM expert?


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What does it take be an ECM expert in the years ahead? AIIM gathered industry experts to define learning objectives for 2012-2015.

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  • Answer:
    - Selling cycles of 3 to 12 months
    - Every year more IT disciplines to manage, applying nearly Moore's law to the amount of components under the ECM/IM umbrella
    - Having to master infrastrcuture pitfalls and traditional vs. cloud cost models to propose the best option and defend it ROI based.
    - Not enough expertise on the market to really cover the opportunities
    - Being caught in the line of fire between IT and business
    - Having to fight the idea that a single solution does it all (ever heard of Sharepoint??)
    - Having to fight with your ERP and BI colleagues over Big Data, and with Marketing companies about the best way to deploy eCRM and ROMI over Social Media.
    - Not only being a 360° aknowledgeable professional over standard business processes, but having to compose with the customer's idea that you'll bring business process re-engeneering in their very specific core-business because you're supposed to know it all better than them ! Else...why are you consultant by the way ;-)
    - having to convince the generation Y that you know anything better than they do ! ;-)
    - ...really want more ?

    This is what it takes nowadays to be an ECM expert.
    I wish I could get back in time, end of the nineties, at the blessed period of EDMS98 (ever heard of Documentum?) and the time when there were barely but a couple of Capture engines available from Captiva and Kofax....NOT !!! :-p
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  • The spread of consumer technologies over the past decade that has driven the move to Systems of Engagement has also migrated expectations typical of consumer technologies (easy to use and deploy and available on multiple devices) into the enterprise IT environment.SaaS and cloud-based content and process solutions are creating opportunities to deploy solutions more quickly and cheaply than ever."The business" is increasingly demanding that IT staffs produce solutions that take advantage of the cloud and that are: 1) responsive to new demands to engage customers, suppliers, and employees; 2) quick to deploy; 3) more agile and modular than monolithic (i.e., more like an "app").To make things even more challenging, "the business" is demanding that these new initiatives be paid for by savings in legacy systems.Data points:Cloud computing spending among SMEs (1-1,000 employees) will double between 2010 and 2015 from $6.3 billion to $13.3 billion (In-Stat, http://www.instat.com)28% feel constrained by their ECM/workflow system when it comes to making process changes, and for 15% it has limited their ability to achieve an enterprise-wide solution. [AIIM – State of the ECM Industry]The total size of the public cloud market will grow from $25.5 billion in 2011 to $159.3 billion in 2020. The market for virtual private cloud solutions will grow from $7.5 billion in 2011 to $66.4 billion in 2020. The market for private cloud solutions will grow from $7.8 billion in 2011 to $15.9 billion in 2020. [Forrester, Sizing the Cloud]60 percent of organizations are ready to embrace cloud computing over the next five years as a means of growing their businesses and achieving competitive advantage. The figure nearly doubles the number of CIOs who said they would utilize cloud in the previous 2009 study. [IBM Survey of 3,000 global CIOs]28 percent of US organizations currently using cloud computing. [CDW Cloud Computing Tracking Poll]1/3 of organizations still unlikely to use cloud-based or SaaS solutions. [AIIM – State of the ECM Industry]Terminology confusion abounds - 13% of those who say they would not store content on the public web nonetheless use Salesforce. [AIIM – State of the ECM Industry]41% open to idea of cloud or SaaS records management solution – once security and reliability are “secure” [AIIM – Records Management Strategies: Plotting the Changes]
  • Social technologies have moved into the enterprise, and are beginning to transform organizational processes.Consumer sites like Twitter and Facebook initially exposed organizations to the potential benefit of using social technologies as listening posts to the market.Organizations are now beginning to understand that true Systems of Engagement mean more than just this public veneer; true Systems of Engagement mean embedding social technologies in the very nature of how an organization operates.Many early adopters of social and collaborative technologies were keen to try out different tools and services to see how they might work in a business environment. These pioneering toolsets have now converged to a much more defined set of products and application areas, and an increasing focus on integrating social technologies into the core of business processes.In just a few years we will cease to view “social” as a separate layer from process and the objective will be how to make the business itself social. 
  • Ubiquitous mobile computing is one of the core underlying drivers for Systems of Engagement and continues to shape the future of these systems. In the span of a decade, cell phones have spread to essentially every person and location on the planet.Less than half the devices accessing the Internet run on Windows, and the shipments of smartphones and tablets are now larger than the shipments of laptops and PCs. Mobile technologies have been the "steroid" accelerating the push to social technologies, and this push is now spreading to the business. We are only just beginning to understand the full impact of what it means to have location services attached to the actual device we use to deliver content and initiate processes.The spread of ubiquitous connectivity on consumer-centric devices has changed the nature of work and workplaces and what it means to collaborate in a business setting.Data points:94% of organizations have deployed mobile access to email, but < 30% have mobile access to enterprise systems -- ECM, CRM, ERP [AIIM -- Making the Most of Mobile:  Content on the Move]37% of organizations have no mobile ECM access; a further 30% rely on conventional web interface. [AIIM -- Making the Most of Mobile:  Content on the Move]Only 47% allow personal devices to access company data, and most do so in a policy void. [AIIM --Making the Most of Mobile:  Content on the Move]68% of installed ECM systems have no browser or mobile access option. [AIIM – State of the ECM Industry]
  • Last era was bout connecting computers, this era is about connecting peoplein the world of Systems of Engagement – no one on the user side cares about any of this. However, because these systems are being used by enterprises, they will inevitably be subject to the same legal and social restrictions as traditional enterprise content, and therein lies the rub. Today that rub is significantly limiting endorsement and adoption of consumer-style communication and collaboration facilities around the world, and it will continue to do so until the content management industry and its customers develop protocols and policies to address its issues.
  • What does it take to be an ECM expert?

    1. 1. What does it take to be an ECM expert in in the years ahead? Atle Skjekkeland COO, AIIM askjekkeland@aiim.org
    2. 2. When the Future is Cloudy?
    3. 3. When Business is Social? Source: en.gauge media
    4. 4. With Ubiquitous Computing?
    5. 5. Systems of Engagement Social and Era Mainframe Mini PC Internet Cloud Systems of Record Years 1960-1975 1975-1992 1992-2001 2001-2009 2010-2015 Typical A batch A dept A A web An thing transactio process document page interactionmanaged n Best Digital known IBM Microsoft Google Facebook EquipmentcompanyContent Social Image Document Content mgmt Microfilm Business Mgmt Mgmt Mgmt focus Systems
    6. 6. AIIM Gathered Industry Experts Defined ECM learning objectives for 2012-2015• @doc • Gambro • Marion County Health• Barclays Capital • Gartner Department• Bill and Vieve Gore • Gimmal Group • Oracle School of Business, • GlaxoSmithKline • Ricoh Westminster College • Harris Corporation • Royal Mail Group• BP • Hartman Communicate • Shell• Chevron Phillips • Health First • SpringCM Chemical Company • Sunoco • Hewlett Packard• Crown Partners • The South Financial • Hyland Software• Fujitsu Group • IBM• Gambro • US Courts • Inforesight Limited• Gartner • US Department of • JPMorgan Chase• Gimmal Group Treasury • Kodak • Zylab
    7. 7. The Results? An updated ECM training course with 70% new course content
    8. 8. Section 1: Section 2: Section 3: Section 4:ECM Foundations Business Drivers Information Architecture Managing Process & Content1 Introduction 7 Productivity 12 Understanding ECM Architecture 19 Content Storage• Introduction to ECM • Productivity as a business driver for • ECM architecture types • Storage vs. archiving ECM PRACTITIONER COURSE• Business drivers for ECM ECM • Four core content services • Online storage• Current state of ECM and historical context • User adoption and meeting productivity • Approaches to managing content • Cloud services• Overview of key ECM technologies goals • What is information architecture (IA)? • Risks to watch • Case study examples • How IA shapes ECM • How to2 Capture and Creation 8 Information Governance 13 Metadata 20 Security & Access Controls• Sources of content • IG as a driver for ECM • What is metadata? • Business value• Importing content • What is IG? • Business value of metadata • Protected and sensitive content• E-mail • Understanding compliance • Types of metadata • Legal & compliance considerations• Scanning • Internal, legal and regulatory • Sources of metadata • Means of protection• Rich media obligations • How to plan a metadata strategy • How to• Social media • Case study examples • Metadata standards3 Organizing Content 9 Knowledge Management 14 Taxonomies & Classification 21 Process & Workflow• What is metadata? • KM as a driver for ECM • Taxonomies • Workflow and BPM• Using metadata to organize content • Understanding institutional memory • Types of taxonomies • Forms and templates• Tagging • Intellectual property • Classifications • Transactional content management• Folders and hierarchies • Protecting vital records • Classification schemes • Integration with LOB apps• Relationships • Case study examples • How to • Standards and common notations• Controlling access to content • How to4 Collaboration 10 Social Business 15 Findability 22 Retention & Disposition of Electronic Content• Types of collaboration • Collaboration as a business driver • Defining findability • Business value• Enabling teams • Web 2.0 to social business • Findability and metadata • Understanding ERM• Version control and editing content • Common use cases • Findability and classification schemes • The records (and content) lifecycle• Sharing content • Balancing risks and rewards • Search functionality • Transfer of records• Collaborating beyond the document • Change management • Recommendation engines • Destruction of records • Case study • Optimization considerations • How to5 Search & Retrieve 11 Success Metrics 16 Analytics & Reporting 23 Digital Preservation• Searching with metadata or tags • Understanding and choosing metrics • Business value of analytics and reporting • Business value• Searching with keywords or phrases • Return on investment • Reporting using content metadata • Preservation vs. conservation• Storing routine queries • Total cost of ownership • Content analytics • Storage and device considerations• Sorting and filtering • Key performance indicators • Semantic search • Migrations and conversions• Navigating folder structures • How to • Linked data and entity extraction • Preservation formats and standards• Recommendations & expert locations • Web analytics • How to6 Publish & Deliver 17 Interoperability & Integration 24 Retention & Disposition of Physical Records• Content for web, portals, intranets • Integration with LOB apps • Business value• Content for social networks • Supporting standards • Understanding physical records management• Content for mobile devices • Means of functional connectivity • Preservation and protection• Feeds, syndication and personalization • Means of programmatic connectivity • Transfer and destruction• Renditions and transformation • Migration and import considerations • Paper reduction considerations• Accessibility and standards • How to • How to 18. Performance Considerations 25. Creating and Structuring Content • Geography evokes architecture • Components Updated ECM Practitioner • Distributed, centralized and decentralized Remote users and mobile workers • Outside entities • Business value • Types of structured content • Formats and standards Course - 10 hours training • Planning: rules of thumb • Sizing, scoping, optimization • How to • Publication and distribution ramifications • How to
    9. 9. Sample Students• ABBYY • HP • Philip Morris USA• Accenture • Hyland Software • Price Waterhouse Coopers• AstraZeneca Pharmaceuticals Inc. • Progressive Insurance• Bank of America • IBM • Ricoh• Boeing Company • IKON Office • Shell Oil Products US• Booz Allen Hamilton Solutions • US Army Corps of Engineers• Bureau of Engraving and Printing • Kimberly-Clark • Department of Transportations• Canon • Kodak • US Department of Treasury• Chevron • Lexmark I • US Environmental Protection• CIGNA Healthcare • Liberty Mutual Agency• Deloitte Insurance • US Mint• Eli Lilly and Company • Lockheed-Martin • USAA• Fannie Mae • Microsoft • Washington Mutual • Petro-Canada
    10. 10. Course FeedbackIn today’s Web 2.0 world, companies are required to provide a set of userexperiences that enable employees to work with corporate information the waythey work with personal information—easy to use, easy to find and easy tointeract with others. Now more than ever, comprehensive enterprise contentmanagement training that incorporates the use of Web 2.0 technologies is amust-have for companies. With its broad-based support and real-worldapproach, AIIM continues to be the gold standard for ECM training.” WhitneyTidmarsh Bouck, General Manager, Box Enterprise at Box  “Fujitsu chose the AIIM “The AIIM ECM training course ECM Training Program to provides an extremely comprehensive empower our partners platform related to the enterprise with the tools and content management industry and the strategies to help technologies that support and drive it. companies world-wide The materials are thorough, up-to- achieve successful ECM date and well presented. I would implementations.” recommend the course to both Pamela Doyle, Director, vendors and customers of ECM Fujitsu Imaging solutions.” John Opdycke, Former VP Products Group of Marketing, Hyland Software
    11. 11. Course Feedback • “AIIM’s training programs are essential to anyone in Information Management. Without up to date training, systems and programs are set up — but may be at risk, in the long run, if developed by the under trained. The Information Management Industry as a whole is developing at the speed of light, so even someone like myself (a 23 year veteran) needs to refresh their training and stay on top of technology and advancement in trends to understand how to apply it. AIIM’s training programs provide this education.” TK Train, CRM, ECMp, MBA, Document Control Manager,Gambro• “Enterprise records management or content management projects are comprised of cross functional teams with various backgrounds and specialties. It is important to the success of such projects that interdisciplinary teams develop a common lexicon and understanding of key concepts as fast as possible to enable collaboration. AIIMs educational curricula serve this need quickly and excellently”, Jayne Bellyk, RIM Program Manager, Chevron Phillips Chemical Company LP
    12. 12. • 8 different training courses • Available on- demand 24-7 • 25,000+ course attendees • Become an AIIM Practitioner, Specialist, or MasterVisit www.aiim.org/training
    13. 13. Thank You Connect askjekkeland@aiim.org @skjekkelandPicture courtesy of Oscar Berg, Tieto