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M365 edrm information management strategy
This document provides an overview of a strategy for implementing Microsoft 365 at an organization. It includes a high-level rollout plan with multiple stages to engage business units and transition support to business as usual operations. Key aspects that are addressed include governance, information architecture, compliance, and ensuring benefits are achieved. The goal is to establish a foundation of information management capabilities within Microsoft 365.
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M365 edrm information management strategy
- 1. November 2020 Replace: (Org Name) (OrgAcronym) (Service Request System) (The Intranet) © PowerMark Solutions 2014-2020
- 2. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 Presentation Pack https://www2.slideshare.net/lanceter/o365-strategy-training
- 3. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 Introduction • Information and knowledge management specialist • 20 years experience with SharePoint and Office 365 • 30 years experience with ECM solutions • Privately employed - working on contract or consulting basis • Member of the Vic/Tas RIMPA Council • Into scuba diving, cooking, gardening, acting – and information management
- 4. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • Models of information management to foster – A shared vision for IM and use of Microsoft 365 at (Org Name) – The goals in the (Org Name) and Information Management Strategic Plans – Ongoing process improvement • Project governance and structure • Stakeholders and responsibilities • Key project streams • Critical success factors • High level requirements and information architecture Goals and Purpose of This Strategy
- 5. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • File and information collaboration and management – Searchable across Teams, SharePoint and file shares • Managed information lifecycle from inception to retirement – Retention – Approval – Review – Automatic identification / deletion of aged content (redundant, outdated, trivial = ROT) – Disposal • Prioritised according to risk / business value • Mobility (PC, tablet, smart phone) • Information open and secured by exception • Shared knowledge and learnings • Minimise duplication • Consistent user experience across (Org Acronym) • Common operating practices across (Org Acronym) • Realistic and achievable - KISS • Dependable – (Org Acronym) quality assurance and support processes are in place • Consistent with (Org Acronym) applications (CRM, service management, workflow, reporting) and application portfolio Microsoft 365 Ambit Goals
- 6. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 Information and Process Architecture Model Foundation for ‘On-the-Ground’ and Digital Service Delivery Policies & Governance Infrastructure
- 7. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • Version control • Approval • Review • Action assignment & tracking • Feedback • Status (Draft, Review Draft, Released, Withdrawn, Copy) • Tagging (according to a (Org Acronym) subject taxonomy) • Document tags or types (e.g. for a ‘policy’, what type such as policy, procedure, guideline, work instruction, QRG, user guide etc) • Copy a link (held locally for convenience and context, but avoiding duplication) • Case management • Process maps / libraries • Corporate and directorate level resources – Policies and procedures – Templates – Processes • Retention and disposal • Sensitivity / protective markings Common Information Management Needs
- 8. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 Content Crossover – Intranet and EDRM
- 9. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • E-discovery • Protective markings • (Relevant project #1) • (Relevant project #2) etc • (Communications, Training and Organisational Change Management) • (IT engagement, change model, issue tracking) • Issues – Microsoft 365 licensing – E3 v E5 TBD by (Org Acronym) IT – (Other issues – resourcing) Related Projects, Change and Issues
- 10. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • Harmonised search, classification and security • Retention and disposal hidden from users • Feedback drives innovation, process improvement and red tape reduction • Examples of Business Unit opportunities for process improvement • Establish a Benefits Register and reporting to executive management Benefits and Realisation
- 11. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 M365 Project Structure Management (Exec Plus) Plans & progress Innovation Opportunities Benefits realisation BU resources (staff / budget) Project Team (IM and IT) Organisational Change Management Communications Info architecture and taxonomy Infrastructure IM and IT support Project Control Board Project Executive – Senior User – Senior Supplier – Drivedevelopment Maintainexeclock-in Resolvekeyissues M365 Working Group Resources & BU support Training Common operating practices Skills and capability development Issue and opportunity management MaintainBUengagement Providefirstrungbusinesssupport RepresentsBUinterests Morphsintoliaisongroupafterprojectfinishes Office 365 Executive Sponsor Project Groups Consultation Groups M365 Liaison Group BU coordination First rung BU support Requirements and issues Ongoing,afterprojectconcludes Projectgroup
- 12. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 M365 EDRM Strategy and Governance Plan Governance Framework (Roles, Responsibilities, Principles) Communications Change Management & Training Risk and Compliance Information & Process Architecture Migration Benefits Realization Support, Maintenance & Review IM / M365 Key Streams
- 13. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 Information & Process Architecture Governance Rules Collaboration Process Maps Records Management Taxonomy & Business Classification Information Architecture Information Management Curation Responsibilities
- 14. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • KISS • Capability transfer to IM and business units – especially for ongoing rollout • Executive support • Business unit benefits are clear (i.e. WIFM) • Cohesive cross-directorate project team • Ongoing IM / IT support – IT and IM coordinated and ‘on the same page’ • Continuing change management / comms based on changes notified through the Office365 Message Centre • Benefits tracked and reported • Support for process improvement and innovation • Recognition that skills take time to develop and mature • Effectively dealing with Teams and SharePoint sites provisioned to date Critical Success Factors
- 15. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 Customer Self Service HR / Training (Org Name) M365 Stakeholders Knowledge Management Information Management Information Technology Marketing & Communications Process / Quality Office Information management is multi-disciplinary and strategic Customer Support Digital Transformation Digital Transformation
- 16. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 Customer Self Service HR / Training Knowledge Management Information Technology Information Management Marketing & Communications Process / Quality Office Information management is multi- disciplinary and strategic Customer Support Business Units Digital Transformation Digital Transformation Which Discipline Owns Information and Your Collaboration / EDRM / KM / Intranet? Vision for information management Driven by business and strategy Active business unit buy-in Formal management responsibility Ongoing training Ongoing change management Strong senior executive sponsorship
- 17. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 Communities of Practice Communities of Practice Ongoing Support / Governance Roles Opportunities Admin Support Training Taxonomy Lessons Learned Opportunities Admin Support Training Taxonomy Lessons Learned Opportunities Admin Support Training Taxonomy Lessons Learned Branding Consistent, Regular & Appropriate Messaging Wins Awareness Information Architecture Taxonomy Retention Consistent Operating Practices Process Models Performance Management Custom Applications Business / Process Analysis Solution Design Technical Development Training,Adoption& OrganisationalLearning Environment / Infrastructure Support Customer Support & Self Service Support Desk Business Units HR / KM / Customer Support Communications & Change Mgmnt Info Management Process Office / Quality Management IT
- 18. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • OneDrive • Teams • SharePoint • Groups • Planner • Stream • Outlook / Exchange • Power Platform – Automate (aka Flow) – Power Apps – Power BI • Labels / Security & Compliance Centre / Cortex (information / knowledge management) • Records Management System (e.g. TRIM) • Dynamics CRM (stakeholder & case management) • (Service Request System) (service and request management) Key (Org Acronym) Information Management Components
- 19. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 Microsoft 365 World View Copyright© 2019KirstyMcGrath, OnPointSolutions.Usedwith permission Since published, Microsoft hasmade anumber of changes: • Flow is now known as Power Automate • Skype willbe discontinued infavour of Teams • Cortex is thenewestapplication,announcedin November 2019, for knowledge management. Cortexis likely to be part of E5 licensing. Cortexenhancessearchand creates knowledge topic cardslinking related information based on key words in adefined taxonomy. Topic cardsare displayed whenhovering over a key terme.g. in a Word document or chat
- 20. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • Information management strategy • Foundation IM infrastructure capability (initial focus) – Well managed business content (documents, images, audio-visual) – Taxonomy and classification – Document approval-type workflow – Seamless records management – Collaboration – Forms and business process workflow – Template libraries – Self-service creation of Teams and team sites • Extended capability (mid-term focus) – Knowledge management – Seamless intranet – Retention for business applications – Business intelligence & reporting – Inter-organisation collaboration – Client engagement – Automated publishing - web and print – Processes and content spanning intra- and Internet sites, and mobilised versions of content and forms ECM Foundation Skills: • People • Process • Change • IM/KM curation • Technology
- 21. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 M365 Rollout Plan SeeM365Project Plan.xlsx Stage Activity Comments Planning & Discovery A number of planning tasks will occur in parallel with other project stages. Feedback will iteratively result in changes to timings and effort estimates. This stage also includes development of a demo site and various Parks Victoria governance standards. Develop plan and resource model Set up O365 project management site Includes project library, issues, risks and opportunities registers Ongoing plan review Develop governance & roles model Develop O365 rollout product list List of deliverables and resources Develop comms & change plan Gather initial high level O365 requirements Initial meetings and workshops with key business units / regions Set up opportunity / stakeholder register Develop training approach and collateral Develop change request & IT support Develop benefits and opportunities register Develop and refine process mapping model Develop BU engagement model Covers the main tasks for rollout to business units, including comms, role allocation, process mapping and requirements elicitation, IA adaption and training. This must be easily repeatable together with necessary collateral Develop support model and collateral Develop feedback and service request models
- 22. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 M365 Rollout Plan Stage Activity Comments Initiation Form Project Control Board Form O365 Working Group Agree roles Develop vision, reqs and scope Review license and solution options Develop high level IA Start initial communications to managers and staff Form list of O365 Liaison Group members Stage Activity Comments Stage 1 - Pilot & process mapping Identify pilot target/s identify pilot reqs and processes Agree plan, scope & roles Execute BU engagement process Develop & execute initial training Review progress & outcomes Map HR processes
- 23. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 M365 Rollout Plan Stage Activity Comments Stage 2 - Early Adoptors Rollout Identify up to 4 early adoptor BUs Execute BU engagement and associated training Document early adoptor Teams/SharePoint IA Document early adoptor key processes Execute BU change management Deliver early adoptor training Review progress & outcomes Stage Activity Comments Stage 3 - Handover to BAU BAU support must be in place prior to rollout broadly through PV. Constant communication and assessment of changes in Office 365 must be a feature to copy with the 'evergreen' nature of O365 features and user interface Develop handover plan Set up BAU support structures and roles Deliver handover training
- 24. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 M365 Rollout Plan Stage Activity Comments Stage 4 - Main Rollout Review delivery and resources plan Develop staging plan (number of stages) Execute BU engagement and associated training Document staged Teams/SharePoint IA Document staged key processes Execute BU change management Deliver staged training Review progress & outcomes
- 25. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 Business Unit Engagement Model Deploy to Business Unit Content & process discovery Configured for BU Content migration planned Awareness & Initial Training Tech & bus support operational Bus Unit Operational & Supported BAU Deployment requires coordination between each Business Unit, IM, IT and HR (Training)
- 26. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • Gather templates and assign actions for template clean up • What custom libraries are needed • Process and information mapping (especially for high value records) • What changes in your BCS and retention mapping • What default metadata values will be assigned • Who will provide admin and M365 support • Who are likely to be champions • BU training plan • BU communications plan • What are the business unit benefits and future opportunities for process improvement? • How will you measure qualitative and quantitative outcomes? Business Unit Engagement Sign Off Points –Planning and Delivery
- 27. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • Interview notes, requirements and opportunities are documented • Goal is to understand BU processes and adapt IA to support their processes – prioritised by value and ease of implementation BU Discovery OutcomesBusinessValue High Low Simplicity of Implementation Withinthe Box UserConfiguration Withinthe Box IT/IMConfiguration Customisation Process Improvement Candidates
- 28. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • M365 architecture • Compliance solution for retention/disposal, application of sensitivity labels and e- discovery – E3 and extensions / E5 /3 rd party solutions – Regardless of solution, an effective native Information Architecture* and process/function oriented Business Classification Scheme* applies – Workflow and forms architecture (Power Automate & Apps / licensing restrictions wrt connectors and volumes / Azure Logic Apps / 3rd-party solutions) • Self-service provisioning of Teams, Groups, and team sites with a consistent information architecture • User support service, roles and responsibilities – Triaging service to decide action and notify (Org Acronym) user community for M365 roadmap / MS change digests – Engagement of the proposed ongoing M365 Liaison Group * Links to detailed planning documents provided Key Infrastructure & Governance Issues / Reqs
- 29. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • Security – Open by default, secured by exception when necessary • Privacy, complaints, commercial-in-confidence and tendering – Restrictions also typically apply to documents in the drafting process (e.g. budgets, organisational planning etc) • External sharing – Other agencies, contractors, service providers – Suggestion: Apply to discrete site collections established purely for processes requiring external engagement • OneDrive – use only for personal purposes OR apply (Org Acronym) IA • Progressive migration of (The Intranet) content to M365, especially key document libraries – Migration process to be planned Key Infrastructure & Governance Issues / Reqs
- 30. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • Applies to documents, email, conversations, knowledge and intranet – Focus on documents and email to start – Retention and compliance applies to intranet content • Main content types: – (Org Acronym) Document (minimal metadata, inherited downwards) • Transactional-type content • An event tied to a date • E.g. meeting agenda, purchase order, report (release date), training records, notes etc – ‘Policy’ • The information is ‘live’ for a period with a start date and (optional) end date • E.g. Quality documents (policies and procedures etc), strategies, intranet pages – Link • Copy of a document held for convenience – a document link by preference – (Org Acronym) Doc Set • For ‘within the box’ case-style management (e.g. meetings etc) – All content is modified by a term-set based BCS Content Type & Metadata Model
- 31. Simon Rawson -PrincipalIM Consultant – simon@powermark.net.au 0430986682 • Provisioning options / patterns – Default team site with a defined set of libraries, content types and views (as modelled in the IM team site, and documented in the (Org Acronym) O365 Information Architecture) – Others, such as project sites or incident management sites to be identified • Standard views are oriented towards managing ‘work in progress’ and important information, including (among others) – My Drafts – My Actions – Review – Aged – Key Documents Content Type & Metadata Model
Editor's Notes
- #2 Note that Microsoft has changed its branding from Office 365 to Microsoft 365. Although there remains plenty of reference to Office 365 in Microsoft collateral, I’ve used the terms Microsoft 365 and M365 through this document.
- #7 The underpinning principle is that all information and knowledge is generated by processes, for the support or consumption by other processes. Processes are managed, and understanding and tuning process performance is Management’s key responsibility. Hence Processes and Performance are at the heart of the model. Performance encapsulates elements such as management style, organisational culture, and metrics and reporting about Process performance. An organisation’s key goal is successful production and delivery of Products and / or Services. This is the reason an organisation exists. You can justifiably argue that Products and Services are central, however from a management perspective, all Products and Services are planned, built and delivered by Processes. Products and Services are delivered by People and Organisational capability. Surrounding all activities is Communication. Within process instances there is Collaboration (which is generally semi-formalised and subject to established Processes and governance) and Conversations (ad hoc and informal, but absolutely critical for success, and supported by a variety of means such as email, phone calls, ‘water cooler’ chats, and social computing). Every time a Process is exercised, it’s participants know how well it worked or if there were issues encountered. Processes should ideally have defined steps for review, capturing lessons learned and identifying potential improvements. From the Conversations, mechanisms should be available to capture knowledge and suggestions for improvement. These mechanisms should extend to all participants, including eternal customers. The responsibility for capturing valuable knowledge and ideas for improvement rests with all participants. Simple mechanisms should be built into information management systems to capture feedback, or be built into every automated workflow. The mechanisms ad management processes for doing so form part of the Benefits Realisation and Innovation Strategy. How this is communicated and delivered forms part of the Communications and Training Strategies. (See later in the presentation on Innovation Management for processes associated with managing and actioning feedback, innovation and improvement.)
- #10 Remember – this is a strategy document. Your implementation project will have other planning documents e.g. Communications and Change Plan/Strategy Training Plan/Strategy Governance Model M365 Solution Architecture
- #11 Benefit and opportunity is the other side of the risk coin. Your Risk Manager should be engaged for this discussion. Almost every organisation has a Risk sub-committee at the Board or executive management level. Missed opportunities entail an opportunity cost. Consider identifying with business units where they see opportunities for business improvement
- #16 What’s missing from this slide? Stereotypes are dangerous! But nonetheless… Information Technology Budget constrained and cost conscious (as opposed to value driven) Little authority to drive business process improvement Typically poor at ongoing organisational change management Typically responsible through Finance or Corporate Services Information Management Generally a focus on records and compliance Risk minimisation mindset as opposed to process improvement mindset Little focus / skills in developing tacit knowledge and knowledge communities Rarely appreciates or has authority over business processes May be housed in Corporate Services or Company Secretariat Knowledge Management Focus on communities of practice and both tacit and explicit information Process improvement / automation is generally outside the brief The minutiae of managing records is generally outside the brief Likely to be housed in Human Resources or Corporate Services Marketing & Communications Poor skills in business process improvement and the application of workflow / information technologies Poor knowledge of the formal disciplines of Knowledge Management or Information Management Generally operates on a delegated model of content information management Good awareness of communication styles, accessibility and messaging Process / Quality Office Generally focussed on strategic processes and solutions Rarely resourced or focused on providing front-line support and hands on training Good at strategic alignment Digital Transformation Good at strategic alignment Tends to focus on customer-centric processes and workflow Tends to exclude Information Management and a vision for information management processes Tends to be viewed as a separate project, rather than an ongoing business function integrally tied to other information management processes Business Units Own the information… …and have first responsibility for its management and curation Typically not aware of good information management practice or what their systems can be made to do BU support roles are typically informal and not part of Position Descriptions… …managerial roles SHOULD explicitly include this responsibility
- #18 Value is only realised when the systems and knowledge are put into play at the ‘coalface’, in user departments or in support of customers. Effective systems rely on a complex hierarchy of internal stakeholders. The ordering of stakeholders on the left is significant, as shown in the next slide. Responsibility for content and structure maintenance rests primarily with business units, supported by information management. IT should have no responsibility for content maintenance. IT and Infrastructure Architecture responsibility rests with IT. Information Management, the Processes Office and Knowledge Management (if there is a dedicated business unit) are key stakeholders and business owners. Responsibility for Information Architecture and processes rests with Information Management, the Process Office, and Knowledge Management. Consumer business units (MARCOMMS, Customer Service and Business Units) should not be exposed to the underlying technology architecture, other than is needed for maintenance and configuration.
- #21 What’s missing from this slide? Skills and organisational capability! SharePoint demands: Solid tech support and skills in the SharePoint development framework Information and knowledge curation Process Change management and training Communications
- #27 Business unit benefits and process improvement opportunities When you talk with business units about their processes they cannot help but talk about potential improvements It’s important to document potential improvements – these are what get management buy-in This is something you can do at the start of your project to help identify scope and priority Having a business unit manager sign-off the delivery plan helps cement commitment The Discovery process is an important Change Management activity – people start picturing themselves using the new technology Having sign-off after delivery closes what can be a very time-consuming activity for IM/IT and moves some of the support responsibility to the BU Signing off Delivery is an important Change Management point. You need to set expectations through the engagement that BU’s need to provide first rung support