7 ECM Secrets

AIIM ECM Certificate Programme

ECM ECM ECM Case Study
Strategy Practitioner Specialist

© AIIM | All rights reserved 2

ECM Specialist Course Outline

1. Business 4. Governance 7. Design 10. Change
Assessment Management

2. Business 5. Roadmap & 8. Develop, Test,
Strategy & Project Plan Train
Blueprint

3. Technology 6. Foundation 9. Deploy,
Assessment & Activities Operate,
Blueprint Closeout


Secret #1

 Understand what you are trying to
accomplish.


Poor information effectiveness

 On a scale of 1 to 10 (terrible to
excellent), rate the effectiveness of
your organisation in managing
information.


Impact and perils of unmanaged content...

 Is the explosion of digital information making your
organisation more effective or less effective?
 Can your employees find information when they need it?
 Can your employees collaborate on projects no matter
where they are located in the world?
 Has your ability to document what your organisation did,
why you did it, who did it, and when they did it gotten
better or worse in the past 5 years?
 Can your customers find information when they need it?


Creation outpaces management…

 Word, PowerPoint, Excel
files
 JPEGs, TIFFs
 E-mails with attachments
 Business system
documents
 …on the network on PCs,
on sticks, on phones, on
PDAs


Resulting in: the enterprise content mess

9

ECM is not…

 A single technology
 A black box
 A miracle cure
 Easy
 At the most fundamental level, it is about
business and organizational processes, not just
technology—and that’s complicated.


Strategic information alignment framework

Add value

Minimise Reduce
Risks Costs

Create New Reality

Secret #2

 View your ECM strategy and
project within a discrete
framework.


MIKE2 Phases (description)

 Phase 1 - Business assessment
 Phase 2 - Technology assessment
 Phase 3 - Information management roadmap
 Phase 4 - Design increment
 Phase 5 - Incremental development, testing,
deployment and improvement


MIKE2: Phase 1

You are here 

Source: http://mike2.openmethodology.org
© AIIM | All rights reserved 14 
14

Secret #3

 Get off on the right foot.


Aligning the project team

Sponsor/
Users IT
Stakeholders
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Study Name
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Pilot Name
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© AIIM | All rights 16
reserved

Strategic mobilisation

 Begins any ECM project, by focusing on
strategy from the beginning with the
sponsor and key stakeholders
 Tasks to cover


Secret #4

 Identify, understand and engage
the key players.


Management

 Senior management
 Overall responsibility for success of the
organisation
 Provide resources for the programme
 Time, money, and staff
 Ensure programme aligns with business
needs and compliance requirements


Management

 Business unit managers
 Responsible for the operational
efficiency of their areas
 Ensure the programme meets their
particular requirements
 Ensure that the programme can be
successful in their environment


Legal

 Ensures that the organisation complies with
legal and regulatory requirements
 Responds to legal, regulatory, or audit-
related requests for information
 Scope includes ALL information in the organisation

 Will need to review policies and
instruments for legality


Records managers

 Subject matter expert on records-related issues
 Creates records management instruments
 Provides guidance on classification schemes
 Performs administrative tasks relating to records
management
 Not all content requires the rigour of
“Records Management” however


Librarians

 Trained professionals in Library Sciences can be
key allies and experts
 Corporate librarians that are “e-savvy” may hold
best skill set for classification and metadata
purposes
 Subject matter expert on classification in
broadest sense
 Can help to dramatically shorten metadata,
taxonomy and findability work timeline

Information technology (IT)

 Assesses existing IT architecture
 Identifies technical requirements
 Identifies technical issues with policies
and procedures
 Installs and configures solutions


End users

 Do the work of the organisation
 Will use the system to do that work
 Will create, access, and retrieve records
 If they do not like the system, they may not
use it




Blueprint

Blueprint Closeout


Secret #5

 Define and create a structure to
understand information
governance.


Defining information goverance

 A set of formal and documented
policies, procedures and rules that
control how enterprise content will be
managed potentially across its entire
lifecycle, from the point of creation to
ultimate destruction.


Basic information governance structure

 Standalone document
 Establishes policies, procedures and guidelines
 Statement of Purpose
 Naming conventions
 Records – who and how?
 Security
 Permitted/supported formats and tools
 Directory of all available information assets

Localised information governance

 Localised governance
 Inherits all polices and procedures of
enterprise
 Possible exceptions
 Can follow same general format as the
enterprise document




Blueprint

Blueprint Closeout


Secret #6

 Understand that “change” has
many dimensions.


Four keys to assessing change readiness

Respect Vision

Trust Motivation


Respect

 Is the leadership that is recommending
change respected?
 Are the employees impacted by the
change respected?
 Are the consultants and business
analysts respected by both?
 How is the respect expressed?


Vision

 Whose vision?
 Is there a shared vision?
 Do employees, leaders, and
change agents have the
same interpretation of the
vision?
 Is the vision realistic?
 Is the vision relevant?


Trust

 Is leadership trusted?
 Are employees trusted?
 Is the reality of change exposed honestly and
openly?
 Is there a history of mistrust?
 Are the consultants trusted?
 Do employees and leaders trust each other?


Motivation

 What is the leadership’s motivation to change?
 Motivation for change is normally stronger at the
management level
 What is the employees’ motivation for change?
 Do these two reconcile?
 What is in it for me (WIIIFM)?


Creating user “wins”

 Early wins create a “Yes” environment
 Leverage existing and new “super
users”
 Wins should be clear cut
 Wins should bring benefits to all
 Wins should appear to come easily
 Even a big bang approach can be
delivered via a series of smaller wins…

Secret #7

 Maintain a sense of humor.


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7 ECM Secrets

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