Info360 2012 Built for Success - Creating an Effective ECM Org Structure
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The document discusses building an effective Enterprise Content Management (ECM) organization structure. It outlines various roles that could be part of an ECM team, including a steering committee, program sponsor, program manager, project manager, business analyst, information architect, and solution architect. The roles are designed to help drive the creation and execution of an ECM strategy through requirements gathering, design, implementation, and ongoing support.
Info360 2012 Built for Success - Creating an Effective ECM Org Structure
- 1. Built For Success Creating an Effective ECM Organization Structure Prepared for Greg Clark, MBA June 13, 2012 ©2012 C3 Associates, Inc.
- 2. Overview – Management Consulting firm focused exclusively on Enterprise Content Management (ECM) and Information Management (IM) – Vendor neutral with strong expertise in all major ECM platforms – Focus on business case and business alignment first, technology second – Always act in the best interests of our clients – Sometimes more software is not the answer – Sometimes more consulting is not the answer – Awards and recognition – Alberta Venture Fast Growth 50 in 2011 and 2012 – Named one of Canada’s top 300 ICT firms in 2012 ©2012 C3 Associates, Inc.
- 3. Mission Our Mission Objectively help our clients define and implement Information Management strategies that enable operational excellence and support regulatory compliance ©2012 C3 Associates, Inc.
- 4. Other Sessions Wednesday, June 14 Ask the Experts 1:00 to 2:00 Booth 246 Stump the Consultant 2:50 to 3:40 Keynote Room ©2012 C3 Associates, Inc.
- 5. ECM Org Structures Explained ©2012 C3 Associates, Inc.
- 6. What most people think it is… ©2012 C3 Associates, Inc.
- 7. Complicated. ©2012 C3 Associates, Inc.
- 8. What it definitely is not… ©2012 C3 Associates, Inc.
- 9. ©2012 C3 Associates, Inc.
- 10. What it really is… ©2012 C3 Associates, Inc.
- 11. ©2012 C3 Associates, Inc.
- 12. ©2012 C3 Associates, Inc.
- 13. Trends and Challenges in Content Management ©2012 C3 Associates, Inc.
- 14. The Enterprise Information Challenge Information Locked In Silos Information Overload Inefficient Business Processes Lost Opportunity Wasted Time Increased Costs Some content courtesy OpenText Corporation ©2012 C3 Associates, Inc.
- 15. The Records 2. Not 1. Keeping what we Management keeping Problem what we need to keep don’t need to keep 3. Knowing when we’ve successfully achieved both of Associates, Inc. ©2012 C3 the above
- 16. Business Drivers Operational Culture Regulatory Litigation Efficiency Compliance Risk • Support / • Internal Improve Management Information • Documents Systems needed in support • Information is Sharing Culture of regulatory retained as long • Business/ • Support requirements are as needed but Operational Organizational efficiently and not longer documents Culture globally stored and globally managed (global retention retrieved • Embed Good schedule) efficiently Information • Content Management duplication is • Streamlined Practices processes through reduced improved access to reliable content Efficiency / People Control / Risk Focus Focus ©2012 C3 Associates, Inc.
- 17. ECM – The Story So Far The Solution(?) ©2012 C3 Associates, Inc.
- 18. Source: McKinsey, “Six Ways to Make Web 2.0 Work” ©2012 C3 Associates, Inc.
- 19. ©2012 C3 Associates, Inc. Source: John Mancini, AIIM 2012 Keynote
- 20. – Consumerization of IT If I can do it at home, why can’t I do it at work? – IS group feels the need to respond to business demand – Cost pressures, infrastructure pressures, compliance pressures Adapted by AIIM International from “Schoolboy” c. 1881 by Samuel Albrecht Anker ©2012 C3 Associates, Inc.
- 21. Building a Capable, Flexible and Responsive ECM Team ©2012 C3 Associates, Inc.
- 22. How Big Should Your ECM Team Be? ©2012 C3 Associates, Inc.
- 23. It depends… ©2012 C3 Associates, Inc.
- 24. Recruiting Talent Who should be on your ECM team? – Subject matter experts from information-rich business functions are good internal candidates – ECM skills are a must! – Ability to translate business information flows into ECM design is the secret sauce – Need RM expertise but select for business acumen – Need IT expertise but select for business acumen – Technology is important but secondary to business drivers ©2012 C3 Associates, Inc.
- 25. Your ECM Team – The following roles are a starting point, specific team and roles must be tailored to your organization – HR practices, organizational culture, project history and org structure restrictions will drive how you set up your ECM team – You WILL work with other groups to implement ECM (eg. IT infrastructure and security teams, Legal, HR, etc.) – Roles are technology-neutral – “Teams” can be a team of one – Multiple roles can be consolidated and performed by a single person ©2012 C3 Associates, Inc.
- 26. Roles Steering Committee • A “Board of Directors” for your ECM Program; should be senior executives (ideally C-level) • Accountable for ensuring ECM Program aligns to high-level business objectives of the organization • Help communicate ECM objectives to their line teams ©2012 C3 Associates, Inc.
- 27. Roles Program Sponsor • ECM “champion” at Executive level • Ensures program deliverables meet the objectives of the project and deliver value to the organization • More actively involved in ECM program; receives weekly updates at minimum • Reviews budget, provides guidance may approve budget ©2012 C3 Associates, Inc.
- 28. Roles Program Manager • Drives creation and execution of ECM strategy • The “face” of the ECM program; Liaison between sponsors, team and business users • Develop methodologies, best practices and templates to facilitate the establishment, delivery and maintenance of the program • Establishes and oversees vendor / partner relationships • Identify, track and act upon key metrics ©2012 C3 Associates, Inc.
- 29. Roles Project Manager • Responsible for establishing scope, budget, timeline, deliverables, com munication, test and training plans • Input into governance activities; often implements governance projects, information architecture Business Analyst • Requirements gathering • Business taxonomy, security and community model design • User acceptance testing • Input into training design (may also deliver training) • Input into / participate in end user support ©2012 C3 Associates, Inc.
- 30. Roles Information Architect • Lead creation of information architecture (metadata model, security model, folder structure) • Good opportunity to bring in outside expertise • Must work closely with the team and business stakeholders to ensure business outcomes are first and foremost in any design • Consider a “think global, act local” approach to Information Architecture ©2012 C3 Associates, Inc.
- 31. Roles Solution Architect • Subject Matter Expert in the ECM tools in used in your organization • Designs technical solution per requirements gathered and may participate in configuring solution • May “live” in IT but must have strong understanding of business requirements and considerations • Frequent and open conversations between BA, IT and Solution Architect ©2012 C3 Associates, Inc.
- 32. Roles Information Governance Team • Governance - Lead the development of policies, processes, procedures, standards and guidelines required by the ECM program • “Go to” team for information lifecycle questions (eg. exceptions to retention schedule) • May include traditional RM functions ©2012 C3 Associates, Inc.
- 33. Roles Change Management, Training and User Support • Change Management – Design and implement change management and communications • Training – Plan, design and deliver end user training • User Support - Support adoption of IM practices and tools, including measurement, monitoring, post- implementation expert user plan and sustainment ©2012 C3 Associates, Inc.
- 34. Roles Subject Matter Experts • Each industry will have specific ECM skill requirements (Eg. Engineering document control, document imaging, regulatory approval process etc.) • Usually sourced from the business as internal consultants • Seconded from business or members of project team • Often become expert users • Outside expertise may be available ©2012 C3 Associates, Inc.
- 35. Roles Expert Users • Members of the business • Form part of your Expert User community going forward • Specially trained to support local users and provide feedback to the ECM team • Often create an online community for feedback • Regular face-to-face meetings • Focal point for continual improvement ©2012 C3 Associates, Inc.
- 36. Roles Technical Team • Implement technology, build technical solutions and provide overall technical guidance (architecture, technical standards etc.) • Working in conjunction with the IT infrastructure team, manage the platform • Availability, Backup and Recovery plans, Maintenance, Monitoring and Provisioning plans • Testing, testing, testing • Work closely with Business Analysts, Solution Architects and Change Management team to ensure technical solutions meet business needs (also that business needs are realistic and prudent with current technology) ©2012 C3 Associates, Inc.
- 37. Sample Organizational Structures ©2012 C3 Associates, Inc.
- 38. Large Organization – 10,000+ Employees ? VP Technical Operations and Competence Director Information and Knowledge Management Manager Manager Manager Manager Manager Asset Integrity Knowledge Information Projects and Document Control Management Management and Governance Operations (Structured Data) Collaboration Information Records Change Mgmt, BU Doc Control Lead BU Doc Control Lead Analysts Projects KM&C Analysts Governance Analyst Administrator Training and +/- 15 FTE +/- 15 FTE +/- 4 FTE Lead 2 FTE +/- 7 FTE +/- 15 FTE Support Trainers – 5 FTE BU Doc Control Lead BU Doc Control Lead Information BU Records PM/BAs Change Mgrs – 4 FTE +/- 15 FTE +/- 15 FTE Architect Coordinators +/- 8 FTE Suppt – 4 FTE ECM Infrastructure Solution and Development Architect System Admins, Developers +/- 15 FTE IT Department ©2012 C3 Associates, Inc.
- 39. ©2012 C3 Associates, Inc.
- 40. Small Organization – ~500 Employees Steering Manager - Committee Information Technology ECM Program Manager ECM Governance, Change Solution Designer Project Manager / Operations Team Management (Part Time) Business Analyst (Sys Admin, Developer, and Support Infrastructure) Project Manager / Business Analyst Vendor / Technical Partner Project Manager / Business Analyst ©2012 C3 Associates, Inc.
- 41. Conclusion ©2012 C3 Associates, Inc.
- 42. ©2012 C3 Associates, Inc.
- 43. Conclusion – Primary role of your ECM team is to meet business needs – ECM expertise is critical – Flexibility is key – Avoid “Technology X is the answer, now what’s the question?” problem – Your ECM org structure must meet unique needs and culture of your organization ©2012 C3 Associates, Inc.
- 44. Thank You! Greg Clark greg.clark@c3associates.com (403) 863-5998 www.c3associates.com @GregClarkC3 ©2012 C3 Associates, Inc.
Editor's Notes
- #10: It’s not this because we have a team that speaks with one clear voice, a voice that is aligned with the business objectives of your organization.