Using a structured enterprise-content management (ECM) framework organization can develop a well-defined process and system for capturing, distributing, storing and managing unstructured content end-to-end
Management Information System Final ReportRehan Ahmed
The document appears to be a final report submitted by students to their professor at Hamdard University. It does not provide any actual content or summary of the report. It only includes the title page with the names of the students who submitted it and the professor they submitted it to.
Best practices, lessons learned, and examples for taxonomy governance and iteration. Developed by Enterprise Knowledge and originally presented for the Knowledge Management Institute.
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
This case study examines how three companies - Heidelberg, Honeywell, and Eaton - developed smart products and services using information technology. Heidelberg used sensors and networking in printing presses to remotely monitor equipment and optimize performance. Honeywell deployed a remote control system at oil refineries to reduce costs. Eaton created a home monitoring system using various sensors to alert homeowners of issues. The companies benefited from lower maintenance costs, increased services revenue, and expanded customer bases by developing these smart product and service strategies.
The document provides instructions for managing user accounts, suppliers, brands, categories, and items in PHP Point of Sale. It describes how to add, modify, and delete each of these elements. Key steps include logging in with admin privileges, clicking links to access management features, and filling out required fields before submitting changes. Reports and discounts can also be configured.
Business Process Management - What is it, and why all the buzz?Bonitasoft
Learn about:
- The definition of BPM and the history behind its emergence
- Applying BPM method and technology to best advantage
- Using BPM modeling notation to facilitate collaboration between business and IT
- Practical, real world examples of "BPM applied"
Management Information System Final ReportRehan Ahmed
The document appears to be a final report submitted by students to their professor at Hamdard University. It does not provide any actual content or summary of the report. It only includes the title page with the names of the students who submitted it and the professor they submitted it to.
Best practices, lessons learned, and examples for taxonomy governance and iteration. Developed by Enterprise Knowledge and originally presented for the Knowledge Management Institute.
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
This case study examines how three companies - Heidelberg, Honeywell, and Eaton - developed smart products and services using information technology. Heidelberg used sensors and networking in printing presses to remotely monitor equipment and optimize performance. Honeywell deployed a remote control system at oil refineries to reduce costs. Eaton created a home monitoring system using various sensors to alert homeowners of issues. The companies benefited from lower maintenance costs, increased services revenue, and expanded customer bases by developing these smart product and service strategies.
The document provides instructions for managing user accounts, suppliers, brands, categories, and items in PHP Point of Sale. It describes how to add, modify, and delete each of these elements. Key steps include logging in with admin privileges, clicking links to access management features, and filling out required fields before submitting changes. Reports and discounts can also be configured.
Business Process Management - What is it, and why all the buzz?Bonitasoft
Learn about:
- The definition of BPM and the history behind its emergence
- Applying BPM method and technology to best advantage
- Using BPM modeling notation to facilitate collaboration between business and IT
- Practical, real world examples of "BPM applied"
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
Understand what Governance Is
We start with a definition of governance, its constituent parts, and their purpose
Identify Core Taxonomy Governance Processes
There are certain functions that any governance effort must perform . We show how these apply to taxonomy governance, and why
Identify Standard Processes and Tools
Business and supporting IT organizations already perform tasks that are in many ways similar to those needed for successful taxonomy governance. To minimize new investment in tools and training, it makes sense to use these where possible
Tricks of the Trade
We’ll show some of the detailed considerations that are important when setting up a taxonomy governance effort, and how we’ve handled them
Context
We’ll discuss how taxonomy governance fits in the broader operational context of an organization: specifically, how it connects with an IT organization and with business stakeholders
Enterprise Resource Planning (ERP) is a method for effectively planning all the resources in an organization. ERP software is designed to model and automate many basic business processes from finance to the shop floor with the goal of integrating information and eliminating complexity. ERP systems are mirror images of an organization's business processes. Some key reasons for the growth of ERP include improved business performance, supporting business growth requirements, providing flexible and integrated real-time decision support, and eliminating limitations in legacy systems.
Consulting toolkit structuring the problemchrisdoran
The document provides guidance on using issue trees to structure problem solving. It discusses breaking problems down into smaller, more manageable issues. An issue tree has three purposes: to break problems into analyzable chunks; open up the solution space; and get everyone on the same page quickly. The document outlines eight steps to generate an issue tree, including writing the problem, brainstorming solutions, organizing the solutions logically into questions at different levels of generality/specificity, expanding and pruning the tree, and revisiting the problem. Productive brainstorming requires rules like deferring judgment and encouraging novel ideas.
This document summarizes and compares several knowledge management models:
- The KM Process Framework by Bukowitz and Williams (1999) outlines four stages - get, use, learn, contribute - and emphasizes the strategic focus and context of KM.
- The KM Matrix by Gamble and Blackwell (2001) splits the KM process into four stages: locating knowledge sources, organizing knowledge, socialization, and internalization. It provides guidelines for KM implementation but focuses only on knowledge sharing.
- The Knowledge Management Process Model by Botha et al (2008) presents KM as three overlapping categories - technology, people, and processes - and includes knowledge creation, but like the other models it lacks strategic context.
Tradeshift, Hackett Group & sharedserviceslink - P2P WebinarTradeshift
This document provides an agenda and context for a presentation on best practices and metrics for next generation purchase-to-pay (P2P). The presentation will feature speakers from Tradeshift and The Hackett Group and discuss introducing e-invoicing, improving P2P processes, and key performance indicators. The agenda includes introducing the organizations, defining top P2P performance, reviewing enabling capabilities like technology and strategic sourcing, and answering audience questions.
Rich pictures are a simple visual method used in software development to demonstrate technical system aspects to non-technical stakeholders. They show processes, actors, data storage, relationships, and system boundaries. Components include stick figures to represent actors, ovals for processes, rectangles for data storage, and arrows to define relationships and data flow. To create a rich picture, one identifies relevant actors, their operations, required data, flows, and the system boundary.
lecture 1 information systems and business strategyNorazila Mat
This document discusses how information systems can help achieve various business objectives and strategies. It provides examples of how Walmart, Apple, Mandarin Oriental hotel, and others use IS for operational excellence, new products/business models, customer intimacy, improved decision making, competitive advantage, and survival. Continuous replenishment planning (CRP) systems are described, which allow efficient inventory management between suppliers and retailers like Walmart. Strategic information systems are introduced as those that change organizational goals, operations, or environment to gain competitive edge. Management challenges of implementing SIS are also outlined.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
1. The document discusses various IT and non-IT tools for knowledge management, including blogs for sharing information, virtual workspaces for collaboration, and social networks to connect people with similar interests.
2. It also covers advanced search tools, voice over internet protocol (VOIP) for communication, and knowledge portals to integrate different information sources.
3. Non-IT tools discussed are brainstorming, peer assist for sharing lessons learned, after action reviews to evaluate projects, communities of practice for sharing skills, and knowledge cafes and expertise locators to connect experts with those seeking knowledge.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Knowledge Management Information Technology SystemsFaruk Ortakaya
This document discusses knowledge management components and how information technology can help with knowledge management. It defines information technology and lists some of the most popular IT tools, including intranets. It explains that while IT is widely used in organizations and can help facilitate knowledge sharing, solely focusing on IT investments without also investing in human capital could be problematic. An example is provided of how IT allows for flexible work hours and virtual offices. The document concludes by thanking the reader for their attention.
A Framework for Improving Operational Efficiency in Investment BanksCognizant
We offer a framework for investment banks to structure their IT architecture to ensure greater operational efficiency while reducing the overall complexity of the architecture.
The document discusses using gross margin analysis to understand the key drivers affecting a company's margins. It outlines how margins can be impacted by factors like price, volume, product mix, channel mix, and sales region mix. Performing a gross margin analysis that separates out the impacts of these different factors can provide valuable insights into what is specifically driving changes in a company's margins and help identify areas to improve profitability. The analysis approach presented allows executives to better understand issues impacting margins and develop targeted action plans to address problem areas.
IT plays an important role in business process implementation by reducing cycle times. For example, using the internet, design centers and manufacturing plants can communicate designs in days rather than weeks. When combined with business process reengineering (BPR), IT provides benefits like reduced turnaround times, less fraud and corruption, increased accuracy, and faster communication. IT specialists help ensure new processes are properly automated and users are trained on new IT systems. The reengineering of information systems through flexible IT is essential for effective company functioning and helping achieve strategic goals.
Innovation in capital markets is surging once again due to increasingly cheaper cloud computing / storage power, greater bandwidth, multiple new sources of valuable investment data (including social media) and competitive forces leading to the constant search for alpha – along with renewed private equity and venture capital interest
In this presentation, we will discuss the concept of ERP, scope and potentials of ERP software, meeting the business needs with ERP implementation, key terminologies and use of ERP across a complete business system.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Unit V Case StudyFor this assignment, you will use the following.docxouldparis
Unit V Case Study
For this assignment, you will use the following case study.
Vandaveer, V. V. (2012). Dyadic team development across cultures: A case study. Consulting Psychology Journal: Practice and Research, 64(4), 279–294. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=85301202&site=ehost-live&scope=site
Given this scenario, include the following topics:
· Explain how culture can affect perceptions of team members in a group.
· Discuss strategies for working with leaders or team members who originate from a different culture than you.
· Expound on the significance of using the best type of verbiage to communicate with other members of a team in order to prove successful in task completion.
· Share the benefits of connecting with humor to build team camaraderie.
· Explain how personality traits, social factors, and styles of leadership can affect the competence and loyalty of a team member.
· Determine the different career options an employee might consider when having trouble working with a cohort or leader of a department.
Formulate your response to these questions using APA format in a minimum of a two-page paper that includes at least two outside sources. Therefore, two additional sources, in addition to the case study, are required. Please use the CSU Online Library databases to find academic journals as sources.
INFORMATYKA EKONOMICZNA BUSINESS INFORMATICS 3(37) • 2015
ISSN 1507-3858
e-ISSN 2450-0003
Radosław Wójtowicz
Uniwersytet Ekonomiczny we Wrocławiu
e-mail: [email protected]
THE IMPLEMENTATION OF THE ENTERPRISE
CONTENT MANAGEMENT SYSTEMS IN A COMPANY
WDRAŻANIE SYSTEMÓW ZARZĄDZANIA TREŚCIĄ
W PRZEDSIĘBIORSTWIE
DOI: 10.15611/ie.2015.3.08
JEL Classification: M150
Summary: Modern technological possibilities referring to business intelligence and
knowledge management support in an organization comprise mainly software which supports
groupware, software used for workflow management, intranets and corporal portals, tools
for remote learning, data warehouse and Enterprise Content Management systems. The
latter of the mentioned information technologies currently seems to be one of the most
crucial structural foundations of business intelligence and knowledge management systems
which have been developing rapidly over recent years. The main objective of this paper is
to present the author’s general methodology of the implementation of the ECM systems in
the organization resulting from the preliminary literature review and the extensive practical
experience. The first part of the study concentrates on the main definitions. The next and the
most important part presents the details of the proposed methodology.
Keywords: Enterprise Content Management, IT-projects, document management.
Streszczenie: Nowoczesne technologie informatyczne, służące wspieraniu rozwiązań klasy
business intelligence i zarządzania wiedzą, obejmują głównie ...
The document discusses keys to successful enterprise content management (ECM). It summarizes that ECM aims to manage the large amounts of content organizations now deal with. Successful ECM requires maximizing user acceptance by making systems intuitive and streamlining work. It also requires minimizing the burden on IT by empowering users and having integrated systems. Finally, ECM needs to meet diverse organizational needs by having configurable, scalable and interoperable systems that fit how organizations work.
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
Understand what Governance Is
We start with a definition of governance, its constituent parts, and their purpose
Identify Core Taxonomy Governance Processes
There are certain functions that any governance effort must perform . We show how these apply to taxonomy governance, and why
Identify Standard Processes and Tools
Business and supporting IT organizations already perform tasks that are in many ways similar to those needed for successful taxonomy governance. To minimize new investment in tools and training, it makes sense to use these where possible
Tricks of the Trade
We’ll show some of the detailed considerations that are important when setting up a taxonomy governance effort, and how we’ve handled them
Context
We’ll discuss how taxonomy governance fits in the broader operational context of an organization: specifically, how it connects with an IT organization and with business stakeholders
Enterprise Resource Planning (ERP) is a method for effectively planning all the resources in an organization. ERP software is designed to model and automate many basic business processes from finance to the shop floor with the goal of integrating information and eliminating complexity. ERP systems are mirror images of an organization's business processes. Some key reasons for the growth of ERP include improved business performance, supporting business growth requirements, providing flexible and integrated real-time decision support, and eliminating limitations in legacy systems.
Consulting toolkit structuring the problemchrisdoran
The document provides guidance on using issue trees to structure problem solving. It discusses breaking problems down into smaller, more manageable issues. An issue tree has three purposes: to break problems into analyzable chunks; open up the solution space; and get everyone on the same page quickly. The document outlines eight steps to generate an issue tree, including writing the problem, brainstorming solutions, organizing the solutions logically into questions at different levels of generality/specificity, expanding and pruning the tree, and revisiting the problem. Productive brainstorming requires rules like deferring judgment and encouraging novel ideas.
This document summarizes and compares several knowledge management models:
- The KM Process Framework by Bukowitz and Williams (1999) outlines four stages - get, use, learn, contribute - and emphasizes the strategic focus and context of KM.
- The KM Matrix by Gamble and Blackwell (2001) splits the KM process into four stages: locating knowledge sources, organizing knowledge, socialization, and internalization. It provides guidelines for KM implementation but focuses only on knowledge sharing.
- The Knowledge Management Process Model by Botha et al (2008) presents KM as three overlapping categories - technology, people, and processes - and includes knowledge creation, but like the other models it lacks strategic context.
Tradeshift, Hackett Group & sharedserviceslink - P2P WebinarTradeshift
This document provides an agenda and context for a presentation on best practices and metrics for next generation purchase-to-pay (P2P). The presentation will feature speakers from Tradeshift and The Hackett Group and discuss introducing e-invoicing, improving P2P processes, and key performance indicators. The agenda includes introducing the organizations, defining top P2P performance, reviewing enabling capabilities like technology and strategic sourcing, and answering audience questions.
Rich pictures are a simple visual method used in software development to demonstrate technical system aspects to non-technical stakeholders. They show processes, actors, data storage, relationships, and system boundaries. Components include stick figures to represent actors, ovals for processes, rectangles for data storage, and arrows to define relationships and data flow. To create a rich picture, one identifies relevant actors, their operations, required data, flows, and the system boundary.
lecture 1 information systems and business strategyNorazila Mat
This document discusses how information systems can help achieve various business objectives and strategies. It provides examples of how Walmart, Apple, Mandarin Oriental hotel, and others use IS for operational excellence, new products/business models, customer intimacy, improved decision making, competitive advantage, and survival. Continuous replenishment planning (CRP) systems are described, which allow efficient inventory management between suppliers and retailers like Walmart. Strategic information systems are introduced as those that change organizational goals, operations, or environment to gain competitive edge. Management challenges of implementing SIS are also outlined.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
1. The document discusses various IT and non-IT tools for knowledge management, including blogs for sharing information, virtual workspaces for collaboration, and social networks to connect people with similar interests.
2. It also covers advanced search tools, voice over internet protocol (VOIP) for communication, and knowledge portals to integrate different information sources.
3. Non-IT tools discussed are brainstorming, peer assist for sharing lessons learned, after action reviews to evaluate projects, communities of practice for sharing skills, and knowledge cafes and expertise locators to connect experts with those seeking knowledge.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Knowledge Management Information Technology SystemsFaruk Ortakaya
This document discusses knowledge management components and how information technology can help with knowledge management. It defines information technology and lists some of the most popular IT tools, including intranets. It explains that while IT is widely used in organizations and can help facilitate knowledge sharing, solely focusing on IT investments without also investing in human capital could be problematic. An example is provided of how IT allows for flexible work hours and virtual offices. The document concludes by thanking the reader for their attention.
A Framework for Improving Operational Efficiency in Investment BanksCognizant
We offer a framework for investment banks to structure their IT architecture to ensure greater operational efficiency while reducing the overall complexity of the architecture.
The document discusses using gross margin analysis to understand the key drivers affecting a company's margins. It outlines how margins can be impacted by factors like price, volume, product mix, channel mix, and sales region mix. Performing a gross margin analysis that separates out the impacts of these different factors can provide valuable insights into what is specifically driving changes in a company's margins and help identify areas to improve profitability. The analysis approach presented allows executives to better understand issues impacting margins and develop targeted action plans to address problem areas.
IT plays an important role in business process implementation by reducing cycle times. For example, using the internet, design centers and manufacturing plants can communicate designs in days rather than weeks. When combined with business process reengineering (BPR), IT provides benefits like reduced turnaround times, less fraud and corruption, increased accuracy, and faster communication. IT specialists help ensure new processes are properly automated and users are trained on new IT systems. The reengineering of information systems through flexible IT is essential for effective company functioning and helping achieve strategic goals.
Innovation in capital markets is surging once again due to increasingly cheaper cloud computing / storage power, greater bandwidth, multiple new sources of valuable investment data (including social media) and competitive forces leading to the constant search for alpha – along with renewed private equity and venture capital interest
In this presentation, we will discuss the concept of ERP, scope and potentials of ERP software, meeting the business needs with ERP implementation, key terminologies and use of ERP across a complete business system.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Unit V Case StudyFor this assignment, you will use the following.docxouldparis
Unit V Case Study
For this assignment, you will use the following case study.
Vandaveer, V. V. (2012). Dyadic team development across cultures: A case study. Consulting Psychology Journal: Practice and Research, 64(4), 279–294. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=85301202&site=ehost-live&scope=site
Given this scenario, include the following topics:
· Explain how culture can affect perceptions of team members in a group.
· Discuss strategies for working with leaders or team members who originate from a different culture than you.
· Expound on the significance of using the best type of verbiage to communicate with other members of a team in order to prove successful in task completion.
· Share the benefits of connecting with humor to build team camaraderie.
· Explain how personality traits, social factors, and styles of leadership can affect the competence and loyalty of a team member.
· Determine the different career options an employee might consider when having trouble working with a cohort or leader of a department.
Formulate your response to these questions using APA format in a minimum of a two-page paper that includes at least two outside sources. Therefore, two additional sources, in addition to the case study, are required. Please use the CSU Online Library databases to find academic journals as sources.
INFORMATYKA EKONOMICZNA BUSINESS INFORMATICS 3(37) • 2015
ISSN 1507-3858
e-ISSN 2450-0003
Radosław Wójtowicz
Uniwersytet Ekonomiczny we Wrocławiu
e-mail: [email protected]
THE IMPLEMENTATION OF THE ENTERPRISE
CONTENT MANAGEMENT SYSTEMS IN A COMPANY
WDRAŻANIE SYSTEMÓW ZARZĄDZANIA TREŚCIĄ
W PRZEDSIĘBIORSTWIE
DOI: 10.15611/ie.2015.3.08
JEL Classification: M150
Summary: Modern technological possibilities referring to business intelligence and
knowledge management support in an organization comprise mainly software which supports
groupware, software used for workflow management, intranets and corporal portals, tools
for remote learning, data warehouse and Enterprise Content Management systems. The
latter of the mentioned information technologies currently seems to be one of the most
crucial structural foundations of business intelligence and knowledge management systems
which have been developing rapidly over recent years. The main objective of this paper is
to present the author’s general methodology of the implementation of the ECM systems in
the organization resulting from the preliminary literature review and the extensive practical
experience. The first part of the study concentrates on the main definitions. The next and the
most important part presents the details of the proposed methodology.
Keywords: Enterprise Content Management, IT-projects, document management.
Streszczenie: Nowoczesne technologie informatyczne, służące wspieraniu rozwiązań klasy
business intelligence i zarządzania wiedzą, obejmują głównie ...
The document discusses keys to successful enterprise content management (ECM). It summarizes that ECM aims to manage the large amounts of content organizations now deal with. Successful ECM requires maximizing user acceptance by making systems intuitive and streamlining work. It also requires minimizing the burden on IT by empowering users and having integrated systems. Finally, ECM needs to meet diverse organizational needs by having configurable, scalable and interoperable systems that fit how organizations work.
This document outlines 10 principles for effective information management projects based on common challenges organizations face. It discusses that information management involves people, processes, technology, and content. Effective information management recognizes the inherent complexity in organizations and delivers solutions through many small, parallel activities rather than simple or standardized approaches. It emphasizes focusing on user adoption, delivering tangible benefits, prioritizing based on business needs, strong leadership, risk mitigation, extensive communication, and seamless user experience. The first project should also be chosen carefully to set the project up for success.
Enterprise Content Management (ECM) is a broad term that incorporates a variety of technologies that can significantly affect your business. ECM encompasses the strategies, methods and tools used to capture, manage, store, preserve, and deliver content and documents related to your organizational processes. ECM tools and strategies allow the active management of an organization's unstructured information, wherever that information exists1. How you manage this content has a direct impact on business efficiency, employee productivity, IT infrastructure complexity, and most importantly, your bottom line.
Intelligent Document Management in businesses and e-AdministrationYerbabuena Software
Some 60% of organizations that decide to implement a document management or ECM platform system do so mostly to find a solution to the chaos of information management, more than for any other important reason, such as cost reduction.
This is because, these days, the information overload that exists inside organizations is one of the gravest problems detected in the information society. The excess of information coming into an entity, as a consequence of the massive increase in sources of information (among other aspects) causes the growth of the volume of information to be well above the development capacity that the human resources of any organization can usually count on.
Athento is an ECM solution which is built starting from experience gained from classical management, and which adds a fundamental factor for success: a system of intelligent management.
Implementing an enterprise content management (ECM) system can provide benefits like increased efficiency and compliance, but also risks like underestimating costs and change management needs. A successful ECM implementation requires defining standards, tailored training, and buy-in across the organization. It's best to start with one business function and scale across the enterprise over time to manage risks. Upfront taxonomy and metadata development are also critical to ensuring content remains findable.
This document discusses several technologies that help overcome limitations of standalone ERP systems:
1) Business Process Reengineering which involves fundamentally rethinking and redesigning business processes to dramatically improve performance metrics like cost, quality and speed.
2) Management Information Systems which integrate data across functional areas to provide timely information to support decision making at all management levels.
3) Decision Support Systems which facilitate and expand a manager's ability to work with different types of knowledge like data, procedures and reasoning to support decision making.
The document discusses Enterprise Content Management (ECM) and how it addresses challenges with unstructured information. It defines ECM through three scenarios: workflow, which focuses on managing content flow when working in teams/projects; consolidation, which aims to simplify content applications and integrations; and compliance, which centers on managing content risk in regulated environments. The overall goal is to drive business value through better management of organizational content.
- IT needs to implement an ECM system to manage the growing amount of unstructured data and content that users are storing in unauthorized locations outside of the organization's control, like cloud storage and personal devices.
- For the ECM system to be effective, it must have high adoption amongst end users. This requires understanding how users actually work rather than making assumptions, and designing the ECM system around users' daily tasks and challenges finding information.
- The document outlines exercises for requirements gathering that focus on understanding users' information sources, challenges, and daily workflows in order to design an ECM system that solves users' problems and enables productivity, leading to higher adoption.
ECM services aim to edit, manage, and maintain mission-critical documents. The ability to access and share critical corporate data in real-time can drive consistency and appropriate decision-making to ensure your company’s growth.
This document provides a summary of a master's thesis that aims to build a knowledge management system (KMS) for an IT consulting company to facilitate content sharing with customers. The thesis begins with an introduction to knowledge management systems and an overview of the case company. It then outlines the research problem of developing a robust and scalable KMS for the company. The methodology section describes using a case study approach, involving interviews and document analysis of company projects to understand current practices and needs. A literature review provides a conceptual framework of KMS. This framework is then used to develop a KMS proposal, which is evaluated by company representatives. The outcome is a roadmap for implementing the proposed KMS at the case company.
This document provides background information on a master's thesis project that aims to build a knowledge management system (KMS) for an IT consulting company to facilitate effective content sharing with customers. The thesis uses a case study approach, collecting data through interviews with company project members. It evaluates existing KMS conceptual frameworks and proposes a model for the company based on analysis of their projects and knowledge sharing needs. The outcome is a roadmap for designing a robust, scalable KMS to help the company manage knowledge and share information with customers in a convenient manner.
Information management is concerned with the infrastructure used to collect, manage, store, and deliver information, as well as guiding principles to make information available to the right people at the right time. It encompasses people, processes, technology, and content. The purpose of information management is to design, develop, manage, and use information with insight and innovation to support decision making. It involves gathering information from various sources and organizing it through different stages from tagging to structuring and archiving. Managing information successfully requires competencies across several knowledge and process areas. Common challenges organizations face include disparate systems, lack of integration, outdated legacy systems, and poor information quality.
1) An enterprise content management (ECM) system provides a single, centralized system to systematically manage an organization's complex and growing information in both structured and unstructured formats.
2) Key functionalities of an ECM system include user interface, information governance, features like workflow and data processing, and secure information repositories.
3) Implementing an ECM system aims to improve information sharing, automate processes, facilitate compliance, and enhance decision making, productivity, and an organization's reputation.
This presentation is about managment and how it is affect the whole organization in a good way or bad way. I've made a small research about Toyota company and how they've applied the six business objectives.
This presentation was one of the requirements of MIS203 course in Yanbu University College.
This document provides an overview of getting started with records management. It discusses how records management involves more than just retaining and destroying records, and defines common terms. It also outlines the key aspects of establishing a records management program, including researching best practices, identifying stakeholders, and developing policies for identifying, classifying, storing, and retaining records throughout their lifecycle. The goal is to promote proper electronic records management and compliance with relevant regulations.
Needs Assessment and Implementation Requirements of a Knowledge Management Sy...Paul Santilli
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Architecting an Enterprise Content Management Strategy: A Four-Pillar Approach
1. Architecting an Enterprise Content
Management Strategy: A Four-Pillar
Approach
With a structured enterprise-content management (ECM) strategy,
organizations can develop a well-defined blueprint and cohesive
solutions for effectively managing documents and business processes
across the enterprise.
In the following pages, we will present a profes-
sional perspective on the intricacies of architect-
ing a content management strategy within the
context of the four ECM pillars. The paper will
then lay out an approach for achieving timely and
meaningful deployment of such an initiative.
Enterprise Content Management:
A Primer
In our many customer engagements, we have
observed the exponential growth of enterprise
content – the majority of which is unstructured
data (i.e., documents, Web pages, XML compo-
nents, audio and video) that is increasing at an
exponential rate. Organizations are struggling
to effectively manage this torrent of data – the
result of an increasingly complex regulatory
landscape and the need to discover information
stored in electronic format (in the event of regu-
latory compliance issues).
To address these challenges and make their mark
in today’s increasingly digital, knowledge-based
economy, companies must be able to capture,
Executive Summary
Regardless of their scale, many organizations are
only now recognizing the need to better manage
their content ecosystems. The steady growth of
enterprise content located in various locations
and media makes it more challenging than ever to
deliver the right information to the right people,
when and where they need it.
In this paper, we will highlight the four major
elements, or pillars – people, process, content
and technology – that make up an effective ECM
strategy.
Focusing on only one element will not yield an
effective content-management framework. A
cohesive, four-pillared approach is essential for
organizations looking to create an all-inclusive,
enterprise-wide ECM framework with well-defined
governance, processes and systems. Also, unlike
typical realignment initiatives, ECM strategies
should not follow a rigid operational premise.
Due to the ever-changing nature of organiza-
tional content, ECM initiatives require more
exploratory, “abstract” tactics from the outset.
cognizant 20-20 insights | september 2014
• Cognizant 20-20 Insights
2. cognizant 20-20 insights 2
distribute, store and systematically manage
unstructured organizational content end-to-end
(see Figure 1).
Organizations that focus more on the technologi-
cal implementation of ECM can lose sight of other
important facets (such as people, processes and
content). This can result in a short-sighted ECM
strategy, which in turn can lead to sub-optimal
content management.
In essence, ECM supports organizational func-
tions and underlying lines of business (LOBs) by
allowing an enterprise to:
• Capture documents, forms and/or information
for processing transactions, fulfilling customer
service requests, handling exceptions and
inserting into workflow systems.
• Uniformly classify and tag content for bet-
ter search, reuse, entitlement control and life
cycle management.
• Support content-intensive processes by deliv-
ering the right information to the right people,
store or system at the right time to execute
the right activity.
• Enable collaboration and help drive efficiency
across business processes.
• Support federated content management
through “ingesting” content across enter-
prises and diverse repositories.
• Safeguard the business by managing risk asso-
ciated with the increasingly complex regula-
tory environment.
Defining the ECM Pillars
An ECM implementation should be part of a struc-
tured, organized effort, with the goal being to
devise an enterprise-wide content management
strategy that focuses on the four key facets, or
”pillars” of ECM. Figure 2 (next page) illustrates
how these pillars and their associated drivers
support such an undertaking.
• People denotes the human element behind
any technological implementation. This pillar
comprises day-to-day knowledge workers, IT
support staff, executive leadership, technology
partners and other human stakeholders.
• Process refers to the organizational steps,
protocols and tactical procedures needed to
support business operations, facilitated by
content management systems.
• Content implies all unstructured content
and knowledge spread across organiza-
tional storage systems. This pillar is diverse –
Systematically Managing Enterprise Content
Figure 1
Creation
User
Controlled/
Ad-Hoc
Social
content
Capture Content from
Collaboration
Transaction/
Federated
Systems
E-forms
Review
Collaboration
Publishing
Management
Record Recognition
Business
Process Events
Workflow
• Manual Record
Declaration
• Approval, process
events
• Automated
records
declaration/
capture
Retention
Classification
• Enterprise RM
File Plan
Retention
Schedule
RM Audit Controls/
RM Archival
Disposition
Automated
Disposition
• Event-based
• Admin-based
• Retention
Schedule – expiry
3. cognizant 20-20 insights 3
ECM Gaps and Strategic Drivers
Across Pillars
Over time, each ECM pillar will be affected by
organizational gaps, which should trigger asso-
ciated actions for maintaining a cohesive, enter-
prise-wide content strategy (see Figure 3).
Our experience suggests that a compartmen-
talized focus across multiple departments and
processes – influenced by “reactionary” ad-hoc
organizational initiatives – is responsible for
incorporating e-mail, video, documents
(physical and electronic) and other types
of content. Due to the increasing volumes
of unstructured and ungoverned content,
governance and a standard organizational
framework are requisite.
• Technology refers to the physical and elec-
tronic IT infrastructures needed to facilitate
content lifecycle management.
Pillars and Drivers of an ECM Strategy
Figure 2
• People’s growing need for change
• Changing demographics, work
habits (more mobile, more social)
• Process refinements needed
• Cost reduction, more optimal
processes
• Legal requirements
• Content hard to retrieve
• Volume and management
• Content analytics and value generation
vs. content graveyard
• Technology obsolescence
• New paradigm shifts (cloud,
big data)
• Need for rationalization
ECM
Strategy
Content
Governance
Techn
ology Pe
opleProc
essCo
ntent
ECM Gaps and Strategy Drivers
Figure 3
Gaps ECM Strategy DriversPillar
People-Driven
Process-Driven
Content-Driven
Technology-
Driven
• Resistance to change, lack of skills
• Non-compliance with content governance
• Using personal/peer-level vocabulary
• Imprecise folksonomies and no standard content
• Inability to find right information
• Need to manage change
• Need for cultural
reorientation, training
• Need to generate
awareness
• Process realignment
in sync with content
governance framework
• Need to standardize
processes
• Greater control
• Greater visibility
• Standard enterprise-wide
information architecture
• Data conversion needs
• Need for application
rationalization
• Greater/better use
• Need to support ECM
content governance
• Content-intensive processes developed in silos
• Lack of or non-optimized automated/
manual content/process hand-offs
• Processes promote “content silos”
• Ad-hoc process standardized and rigid over time
• Inability to meet compliance needs
• Content silos – Organic exponential growth
• Immature or inadequate metadata assignment
• Prone to “reactive” migration projects
• Opaque content, minimal content reusability
• Increasing obsolescence
• Varied and non-rationalized application groups
• Partially and inadequately leveraged
• Restrictive and siloed operations
• Inability to support a federated vocabulary
4. cognizant 20-20 insights 4
the most “visible” ECM shortcomings, while the
lack of an enterprise-wide “vocabulary” and the
absence of a content-governance framework are
behind the majority of the gaps listed in Figure 3.
Defining an ECM Strategy
Each ECM pillar requires a dedicated, synchro-
nized approach focused on internal activities
such as training (people), content governance
(process), information architecture (content)
and application rationalization (technology that
eliminates content management gaps from
relevant dimensions).
A mature ECM strategy incorporates all four
pillars through a coordinated framework that
recognizes and responds to specific ECM strategy
drivers, as depicted in Figure 4.
The complexity of developing an ECM strategy
rears its head if each element of an ECM strategy
is viewed as a separate project. While organizations
need “dedicated” projects within each pillar, ECM
initiatives cannot exist in isolation. A practical, well
considered ECM roadmap should focus on the inter-
connections between various pillars. For example,
application rationalization cannot be implemented
without considering content migration needs.
ECM Strategy Development
An effective ECM strategy should be a multi-
pronged consulting exercise operating on two
separate tracks – one focused on functional gaps
and practices, the other on technical require-
ments. (See Figure 5, next page).
• The functional track first assesses gaps in the
organization's current content-management
practices, followed by advisory services (e.g., gap
analysis, roadmap, content governance plan).
• The technical track complements the functional
track by gauging the viability of current/future
content-management tools and technologies.
Following this exercise, the consulting team
presents a composite future-state ECM transi-
tion roadmap, along with recommendations for
prioritizing ECM opportunity initiatives.
Current and Future State Analysis
An ECM strategy is not a one-dimensional exer-
cise that focuses on any one ECM pillar; on the
contrary, a successful ECM blueprint incorpo-
rates a multi-dimensional analysis that takes into
account current and future-state assessments,
Elements of an ECM Strategy
Pillar
People-Driven
Process-Driven
Content-Driven
Technology-
Driven
ECM Strategy Drivers Constituents of ECM Strategy
• Need to manage change
• Need for cultural
reorientation, training
• Need to generate
awareness
• Process realignment
in sync with content
governance framework
• Need to standardize
processes
• Greater control
• Greater visibility
• Standard enterprise-wide
information architecture
• Data conversion needs
• Need for application
rationalization
• Greater leveraging
• Need to support ECM
content governance
• Change management
• Cultural reorientation
• Training
• Awareness: Enterprise content
governance
• Process realignments
• Process change – impact analysis
• Process standardization (in sync with
defined IA framework)
• Content governance
• Data conversion in sync with
application rationalization
• Digitization/Back scanning
• Content migration
• Information architecture project
• Application rationalization
• Migration
• Implementation
• Application sun-setting
• Reconfiguration
Figure 4
5. cognizant 20-20 insights 5
and encompasses people, process, content and
technology (as depicted in Figure 6, see page 6).
Key ECM Strategy Considerations
Like any strategic initiative, a successful ECM
strategy requires relevant organizational inter-
ventions, user orientation and education, and
close attention to controlling the quality of new
processes. When developing an ECM roadmap, we
recommend the following steps to help ensure
effective governance:
• Relevant prioritization addresses processes,
LOBs, application groups, etc. A viable ECM
strategy should follow a phased approach,
which helps reduce risk and focuses on small
wins rather than a “big bang.”
• Adequate internalization aligns project
objectives, SME availability and workstream
coordination.
• Transparent strategy implementation: This
helps to negate any ambiguity about organiza-
tional direction.
• Right product fit: The focus here should be
on enterprise needs. For example, the best
product in the market
may not be the best prod-
uct for the organization.
• Alignment with interna-
tional/industry/organi-
zational activities. This
could include W3C norms,
DCMI standards, etc.
• Relevant and scalable
ECM future-state refer-
ence architecture. The
focus here should be on
the ability of the model to
scale up to additional divi-
sions and departments.
• Development of a limited but empowered
group of business stakeholders or develop-
ment/execution team. Smaller groups work
more efficiently.
• Synergy among IT and business stakehold-
ers: Critical, but not always a given.
Analysis and
Strategy
Development
Developing an ECM Strategy
Functional Track ECM Business Case Development
Technical Track Defining “To-Be” ECM Reference Architecture
Landscape
Assessment
Planning and
Initiation
Strategy
Advisory and
Roadmap
Presentation
ScopeDevelopmentandPlan
ECMCurrentStateAnalysisDocument
GAPAnalysisandStrategyDevelopment
Figure 5
ECMImplementationFacilitation
Project
Kickoff
Define
Engagement
Premises
Engaging
Client
Business/
IT Stakeholders
Detailed
Project Plan
Development
Content
Type and
Life Cycle
Assessment
Content
Inventory
Exercise
Technology
Assessment
ECM Product
Feature List
Conceptuali-
zation
of “To-Be”
ECM Landscape
GAP Analysis
Migration/
Back Scanning
Need
Assessment
Validation
Workshops
Engagement
Assessment
Results – GAP
Analysis, etc.
Strategy
Development
and Cost
Estimation
Final
Roadmap
Presentation
Best Practices/
Technical ECM
Advisory
StrategyRecommendations
Like any strategic
initiative, a
successful
ECM strategy
requires relevant
organizational
interventions, user
orientation and
education, and
close attention
to controlling the
quality of new
processes.
6. cognizant 20-20 insights 6
Looking Ahead
An all-inclusive ECM strategy is vital for organi-
zations looking to mitigate business and legal
risks, reduce costs, and attain and sustain a
competitive advantage.
When developing an ECM strategy, decision
makers should take a prioritized, step-by-step
approach to help ensure a holistic, tightly inte-
grated ECM initiative:
• Assess the content environment and ECM needs.
• Scan for application rationalization
opportunities.
Enterprise Content
Governance
ECM Current and Future State Analysis Approach
Process
Assessment
• High-level process
mapping and current
state assessment
• Content-intensive
process analysis
• Content/process
hand-off analysis
• Process gap analysis
• “To-Be” process
maps (high-level)
• Process realignment
and standardization
• Process change –
impact analysis
• Governance processes
Technology
Assessment
• Technical due
diligence
• Application group
survey
• Application walkthrough
• Integration need
assessment
• Solution feature list
extraction
• Migration need
assessment
• Application
rationalization analysis
• Solution envisioning
workshops
• Deployment and
sun-setting advisory
• ECM reference
architecture
• Opportunity
prioritization
People
Assessment
• Awareness sessions
• Vocabulary
questionnaire
• Search effectiveness
survey
• ECM need assessment
workshops
• Change management
planning sessions
• Training need
assessment
• Awareness sessions:
Content
Assessment
• Data conversion
analysis
• Digitization/Back
scanning requirement
• Content migration
requirement
elaboration
• Taxonomy development
• Vocabulary
standardization with
ontology, semantic
enrichment with DCMI
• Compliance need
assessment
• Content inventory
survey
• Content extraction:
• Current state
metadata mapping
• Taxonomy facet
mapping
Full/Sample
(Automated)
CurrentStateAnalysisFutureStateAnalysis
Figure 6
• Conduct an information architecture audit.
• Evaluate available ECM products to gauge their
adequacy and how they fit with business needs.
• Perform a compliance gap analysis.
A sound ECM strategy facilitates a structured
transition to an optimal ECM environment sup-
ported by the four pillars of ECM – people, process,
content and technology. Futhermore, besides
enabling greater content control and visibility, an
effective ECM environment can directly translate
into hard and soft-dollar benefits.