All content is produced by processes, intended for the support or consumption of other processes. This is a premise I have propounded for over a decade. I have challenged thousands of people over nearly a decade to disprove this statement and offered $100 to anyone who can find an example which proves otherwise. I still have that $100 tucked away. This presentation shows a high level process-centric information architecture, and tools to map processes and associate the content inputs and outputs. It shows examples of governance structures for ECM/KM projects, and the topics a governance strategy/plan should cover. Finally, lessons learned about the common characteristics of highly successful ECM/KM projects are described.

1. Copyright © 2014
Simon Rawson
Principal Consultant, PowerMark Solutions
simon@powermark.net.au
0430 986 682

2. • Why
• What
• How
• Who
• Feedback
• Characteristics of successful projects
Agenda

3. “Information governance, or IG, is the set of multi-disciplinary structures, policies,
procedures, processes and controls implemented to manage information at an
enterprise level, supporting an organization's immediate and future regulatory,
legal, risk, environmental and operational requirements.
IG encompasses more than traditional records management. It incorporates
privacy attributes, electronic discovery requirements, storage optimization, and
metadata management.”
- Wikipedia
• Governance, risk and compliance approach – a defensive model
The Purpose of Governance

4. To Put It Simply…

5. • Yogesh Bhatt, Arunachalam Thirunavukkarasu, March 2010. “Information Management: A
Key for Creating Business Value.” The Data Administration Newsletter.
http://www.tdan.com/view-articles/12829
Information Management SWOT

6. • Print
• Transactional documents (invoices, purchase orders etc)
• Learning Management Systems (LMS) content
• Contracts and other legal information
• Procurement information / documentation about products or services
your organisation acquires
• Product / service accreditations
• Human Resource information management (eg. Certifications and
training etc)
• Board and senior management (reports, spreadsheet models etc)
• Internet-based references and resources
• Extranets / partners’ information management systems
How Well Do Your IM Systems Cover

7. .
Accessibility Security
Privacy

8. Information and Process Architecture Model
Policies &
Governance
Channels and Audience Infrastructure

10. Classifying Content and Building
Taxonomies and Information Architecture
Review
Business
Classification
Scheme
Identify Key
Business Processes,
Participants
and Capabilities
Identify Process
Inputs, Outputs and
Support Content
Identify
Metadata
Review
Business
Classification
Scheme
Update
Information
Architecture
Step 1: Desk Review
Step 2: Workshops and Participants
Step 3
Step 4
Update BCS

11. Quality System Content Relationships
Taxonomies
and metadata
models tie
content together
facilitating
search,
navigation and
content
maintenance

12. Sample Process Map – Context Maps

13. Sample Process Flow Diagrams
PROCESS: MAKE OFFER
MEDICAL
REQUIRED?
MAKE OFFER
SOURCE CANDIDATE
PROCESS
LETTER OF OFFER
REQUEST FORM
DOCTOR’S
APPOINTMENT
GM TO APPROVE PAC
CEO/GM
LETTER OF OFFER
POLICE CHECK
HEALTH
DECLARATION
EMPLOYEE
EMPLOYEE DATA
GENERATED
YES

14. Sample Worksheet Relating Processes to
Transactional and Reference Content

15. • Note – An Excel-based Benefits Register is available to those who want it
Sample Issues/Recommendations List

16. Sample Key Document Register

17. 1 • Initial
2 • Repeatable
3 • Managed
4 • Measured and Mapped
5 • Optimised
Process and Information Maturity Model
(Extended from CMMI Model)

18. • Your Business Case must remain open to new potential benefits
• Strategic benefits are hard to quantify. Operational benefits are easy to
quantify taking a process-centric approach
• Relate IM initiatives to your strategic plan
• Capture the wins – provide a way for these to be identified, measured
and recorded
• Report wins regularly to senior management
• Provide a way to capture feedback and suggestions for improvement
• Establish a Benefits Register, and a process for review and action
taking…
• …with roles and responsibilities in the Governance Plan (naturally)
Process Summation

19. Sponsor
Strategic
Oversight
IM
Working
Group
Governance Structure – Project 1

20. • SharePoint internet / intranet
• Executive sponsorship
• Corporate strategy exec led subcommittee owns intranet strategy
• Intranet Working Group
– Responsible for day to day matters
– IT is one of many participants
• Process and lifecycle oriented information architecture
• Operating and active support framework (Working Group)…
• …but departmental responsibility for outcomes
• 3 day governance review focussing on business processes yielded 85
recommendations for substantial process improvement
Key Principles – Project 1

21. Large ECM/KM Project Structure – Project 2

22. Current Content Archival and Migration
(J: Drives) to Cloud and ECM
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
NumberofFiles
Files Updated by Year
Deletion candidates
Offline
archive
‘Online’
archive
ECM
migration

23. ECM Primary Outcomes
• Enterprise Content Management platform
– Foundation configuration
• Business content (documents, images, audio-visual)
• Document approval workflow
• Records management and taxonomy
• Document management / retention for business applications
– Extended capability (business intelligence, web content management,
forms and business process workflow, online modelling)
• Organisational change
– More effective and efficient business processes
– Training
– Communications
– Behavioural change
• Support
– Deployment & migration support during implementation
– Governance and support model, processes and tools
– Business and technical support

24. Deploy
to
Business
Unit
Infrastructure in
production
Content migrated /
archived
Desktop
configured
Tech & bus support
operational
Training complete
Bus Unit
Migrates to
ECM
Business Unit Deployment
BAU

25. • Sponsor / owner
• Producer / publisher
• Communications – marketing
• Organisational change and culture - HR
• Authors / editors – departmental
• Analyst – process / business requirements
• Records and info management staff – IA, taxonomies BCS etc
• Department representatives
Roles

26. • Every process can yield feedback
• Feedback may be complaints, compliments,
observations about issues, requests, or suggestions
• Feedback needs to be directed to the right people
for response
• Managing feedback is a process in its own right
• Suggestions for improvement can come from the
mailboy all the way to the MD
• Few organisations have good processes or a culture
for turning feedback into action
Managing Feedback

27. • Design a process for effective management
of feedback
– Draw a process diagram
– What metadata do you need to support the
process?
– Suggest performance metrics
• Group discussion about organisational /
cultural factors which need to be addressed
Group Exercise: Process Design

28. Suggested Feedback Process Model
ACTION
Suppliers
Staff
Customers
Business Partners

30. Business Process Change Request

31. Benefits Register
Description
of the Benefit
to be
Achieved
Person
Responsi
ble for
Realising
the
Benefit
Description of
Current
Situation/Perform
ance for the
Business
Processes
Current Cost/
Performance
Measure of
the Business
Process
Target
Cost/Perfor
mance
Measure
after the
Planned
Change
Target
Date for
the
Benefit
to be
Realised
Triggers or events
that will cause the
Benefit to be
Realised
Type of
Contribut
ion to the
Business
Assess
ed
Value
of the
Benefit
or
Saving
Comment
about the
Assessed
Value
Strategic
and
Corporate
Objectives
and
Outcomes
supported
by the
Benefit
Contribution
of this
Benefit to
Achieving
the Strategic
and
Corporate
Objectives
and
Outcomes
Value of the Benefit
Realised and Date
Achieved
Reduce the
amount of
paper used to
distribute
information to
staff.
Chief
Informatio
n Officer
All information to
staff is distributed
in hard copy.
2,000 reams of
paper per year
are used to
distribute
information to
staff at a total
cost of
$11,000.
All
information
to staff is
distributed
on the
Intranet and
via e-mail.
June
2002
Intranet and e-mail
systems deployed. All
staff are trained in and
have access to the
Intranet and e-mail
systems. All
information to staff is
published on the
Intranet and
distributed via e-mail.
Financial -
Cost
Reduction
$11,000
pa
Reduce
administrativ
e costs by
10% per
year.
Value of
benefit
contributes a
0.01% p.a.
reduction in
administrativ
e costs.
Satisfy an
increasing
demand for
information
without
increasing
costs
Chief
Informatio
n Officer
Requests for
information taken
by phone are sent
by mail. Requests
are also made in
person over the
counter. Demand
is increasing by
10% per year.
100 items of
information are
requested per
day (26,000 per
year) and cost
$5 per item to
satisfy or
$130,000 per
year.
2,600 items
of
information
accessed
via the
website in
first year.
June
2000
Website established
and documents
published. Availability
of website is
advertised via ‘phone-
hold’ message, and
branch signage.
Financial -
Cost
avoidance
Quatnity -
Increased
productivit
y
$13,000
pa
Increased
demand for
information
satisfied
without
increasing
resources.
Reduce
administrativ
e costs by
10% per
year.
Value of
benefit
avoids
increases in
administrativ
e costs to
satisfy
increasing
demand for
information.
7,800 items of
information accessed
via the website in the
first year with
$39,000 value of
costs avoided.
Benefit achieved
June 2000.

32. The Common Characteristics of Highly
Successful ECM / KM Projects
• Survey of 90 initiatives in 80 organisations
Production 30%
Product Development 25%
Customer Service 25%
Competitive Intelligence/Strategic Planning 10%
Enterprise-Wide 5%
Sales Processes 5%
Project Management 5%
Intellectual Capital Management 5%

33. Key Findings
• 65% all projects aimed at revenue
generation or process improvement
• 35% aimed at efficiency and cost reduction
• Of high performing projects, only 5% aimed
at cost reduction

34. Common Characteristics
• Plan your approach (76% high impact projects
had a detailed strategy. 87% low performing
projects didn’t have a strategy)
• Consistent information architecture and
metadata model, plus key SME’s identified
• Invest in content maintenance (84% high
impact projects)
• Plan for change (no low impact projects had
ongoing change management measures)