Presentation to AIIM International 2009 - ECM Rescue: Recovering from a Failed Implementation

17-Oct-08 © 2008 C3 Associates Inc.

ECM Rescue – Recovering from a Failed Implementation

Greg Clark, MBAAIIM International Conference 2009

April 1, 2009

AgendaAgenda

1. Introduction (5 minutes)

2. Building the Business Case for ECM (5 minutes)

3. How is ECM Different? How Can This Lead to

Failure? (10 minutes)Failure? (10 minutes)

4. Picking Up the Pieces (15 minutes)

5. Building an ECM Governance Plan (10 minutes)

6. Discussion, Questions and Wrap Up (5 minutes)

Building the Business Case for Building the Business Case for

Enterprise Content ManagementEnterprise Content Management

Why ECM?Why ECM?

In 18th century it was estimated that a week’s worth of New York Times

contained more information than a person was likely to come across in

a lifetime

The number of text messages sent and received every

day exceeds the population of the planet

Over 170 billion emails are sent daily

In 1930, information content was doubling approximately every 30 years

By 2011 it will be doubling every 11 hours

That’s 2 million every second

Sources: Gartner Group, Accenture

Why ECM?Why ECM?

Costs of Mismanaged Information

• 7.5% of documents are lost forever

• Managers spend an average of 6 - 8 weeks a year

searching for or waiting on misfiled, mislabeled,

untracked or lost documents

One division of a large oil and gas company

• Large organizations lose a document every 12

secondsSource – Cuadra Associates

ECM ECM –– The Story So FarThe Story So Far

The Records Management Problem:

1. Keeping what we need to keep

2. Not keeping what we don’t need to keep

3. Knowing when we’ve successfully achieved the first 3. Knowing when we’ve successfully achieved the first

two steps!

• This is even more challenging in the age of

electronic information and ad hoc collaboration

• “Email is the worst form of collaboration ever

invented except for all the others.”

QuestionGQuestionG

• Who has deployed ECM?

• Did it meet your expectations?

Why or why not?

How is ECM Different? Why do Some How is ECM Different? Why do Some

ECM Implementations Fail?ECM Implementations Fail?

How is ECM Different?How is ECM Different?

Understanding the reasons for failed projects requires

an understanding of how ECM is different from other

IT systems


1. ECM is about managing information, not just

storing it

• ECM is not just another technology implementation

• Users must understand not only how but why

• Requires different rules – may be used for all • Requires different rules – may be used for all

content or only certain content

• Requires an understanding of information lifecycle

and context in which it will be used


2. ECM is (perceived to be) optional

• Users have a choice

• ECM is not the same as an accounting system

• Done well, ECM can provide a significant

competitive advantagecompetitive advantage

3. ECM is everywhere

• Shared drives

• Email

• Formal ECM systems (often more than one)

• Records management (physical and electronic)


4. ECM changes ingrained work habits

• File / Save AsG

• Initially, can have a negative impact on productivity

� Can lead to pushback from end users and, through their

bosses, to senior managementbosses, to senior management

• Users developed own filing systems for email and

other documents

• Organizational benefits may be clear, but end user

community may not see What’s In It For Me?

• Impacts many business processes:

� Correspondence, AP/AR, Budgeting, Contracts,

Maintenance, Marketing, Projects, etc.

Top 10 Reasons for FailureTop 10 Reasons for Failure

1. Underestimated the impact on business processes

and organizational structures (esp. senior level

sponsorship)

2. Did not train users appropriately

3. Project derailed by internal politics

4. Did not implement adequate governance processes

5. Underestimated effort to migrate content

6. Scope creep

7. Low user acceptance / poor design

8. Taxonomy concerns

9. Narrow focus (single business unit only)

10. Poorly defined business caseSource: aiim.org

Picking up the PiecesPicking up the Pieces

Rescuing ECMRescuing ECM

Considerations

• Even though ECM is different from other

applications, basic project management rules still

apply

• There’s no such thing as “perfect” – ECM should

evolve as your organization changes and

processes mature

• Do your best to respect the work done to date and

the people who did it – play nice!


1. Understand the current state of ECM

• What is the stated goal of the existing

implementation?

• Are some groups successful? Why?

• What technologies have been implemented to date?

• What training is in place?

• What governance structures are in place? Are they

working well?


2. Determine who owns ECM in your organization

• At a minimum this should be a departmental owner

(but this will limit scope, scale and success)

• Ideally should be sponsorship at the senior level

• If no one steps up to sponsor ECM initiatives,

seriously consider stopping all further ECM

deployments


3. Start the process of rebuilding your strategy

• Ensure broad stakeholder engagement

� Senior management, functional managers, end users,

records management team, compliance / regulatory team,

technical team

Stakeholder definition document

Group Name Group Lead Change Agent (s) Super User (s) Group Membership Communication Event Training Requirement

Executive Sponsor Jane Smith, Executive

Vice President

Sarah Jones, VP

Planning and Strategy

Nilesh Gupta N/A – Sponsor

group, not a

deployment group

Jane Smith, Sara Jones,

Nilesh Gupta

• Monthly Report

• Information Package

Not applicable.

Maintenance and

Projects Shared Drive

Migration Project

Tim Wagner, SVP

Maintenance and

Projects

Trina Busby, Chief

Engineer Maintenance

and Projects

David Keith,

Document

Controller

Jennifer Ross, Engineering

Tech

Joe Smith , Maintenance

Tech

Mark A Hodson,

Maintenance Tech

Maureen Clark, Admin

Assistant

• Kick off meeting to inform the

leads of what to expect during

the project.

• Link to project web page

• Printed project information pkg

• Monthly update via email from

Project Sponsor

• Requirements summary report,

printed and delivered by

internal mail

• Surveys, online and on paper

• Monthly FAQ, via project web

page

• Demo

• One-on-one session

• May require hands-on class

room session for some

business processes but likely

won’t need all the training

that is produced

• Will be informed of all

sessions

• End-users that require

hands-on, context specific

training will be identified

through the ECM Project for

Group B Training Plan

Stakeholder definition document


3. Rebuilding your strategy (cont’d)

• Work with your Sponsor to craft an ECM Vision

Statement:

Our ECM Program facilitates efficient and reliable Our ECM Program facilitates efficient and reliable

operations by providing strategy, processes and

techniques to support information access, sharing, and

security. This puts the right information in the hands of

the right staff at the right time to maximize safety,

efficiency and reduce costs.


4. Create an ECM Office

• Responsible for implementation of ECM

• Program management approach

� Projects deliver capabilities, programs deliver benefits

• Align ECM activities with strategic direction of the • Align ECM activities with strategic direction of the

organization

• Mission: Increase ability of personnel to use ECM

tool

� Enhance transparency through better communication and

training; strong change management focus

� Improve deployment processes to better support business

requirements


4. Create an ECM Office (cont’d)

Objectives

• Maximize use of ECM in areas where it has already

been implemented

• Implement (or re-implement) ECM in areas where it is

underutilized or not deployed

• Coordinate all ECM activities including deployments

and change management


4. Create an ECM Office (cont’d)

Roles (Some users have multiple roles)

• Program Sponsor

• Program Manager

• Super User(s)

• Records Management• Program Manager

• Project Sponsor(s)

• Business Owner(s)

• Project Manager(s)

• Business Analyst(s)

• Business Representative(s)

• Records Management

• Change Management

• Developer(s)

• Tech Support

• Vendor Rep

• Trainer(s)


5. Execute projects

• Likely to find one or more “quick wins”� Not necessarily easiest projects to implement but ones with

highest value to organization

• Look for areas with strong business need and partial

successsuccess

• Focus on change management, communication and

training

• Empower end users (create “experts” in each area)

• Lesson learned – initial ECM implementation was

likely not a complete failure; build on successes and

address issues


6. Governance

• Start developing clear policies for content

management� Review and revise policies for content management or

develop where they don’t exist)

• Use projects to develop procedures incrementally • Use projects to develop procedures incrementally

• Clear accountability and ownership of governance

processes

• Work with existing governance teams; re-use

existing policies and procedures wherever possible

• Align ECM with performance goals; audit system use

and compensate based on contribution to ECM

system


7. Benefits Realization

Objective – Define the project objective

Measure 1 – Define qualitative / quantitative measures

Measure 1 – Define qualitative / quantitative measures

Measure 2 –

Measure 3 –

Realization – The project or process implemented to realize

the benefits that map to the objective.


7. Benefits Realization (con’t)

• Work with sponsors to create meaningful metrics

• Track and report on metrics to sponsors; trending

over time is key

• Use findings to guide focus areas• Use findings to guide focus areas

• Revise / iterate metrics on at least an annual basis

• Examples:

� Number of new users

� Number of versions created

� Number of searches executed

� Number of net new documents created

But What About Technology?But What About Technology?

• Technology doesn’t matter, it just has to work

HOWEVERG

• Poorly deployed technology can seriously limit user

adoption

• Work closely with your vendor to get it right the first

time

• Build skills in house to keep systems working well

� Information Architect role is key

Building an ECM Building an ECM

Governance PlanGovernance Plan

What is Governance?What is Governance?

• Governance relates to decisions that

• Define expectations

• Grant power

• Verify performance

• Governance also relates to

• Consistent Management

• Cohesive policies

• Processes

• Most important: Fit with organizational culture

• What should be governed?

• Who should determine governance policies?

• How should governance be implemented?

ECM GovernanceECM Governance

Objectives

• Set clear rules so your organization can take full

advantage of benefits of ECM

• Ensure processes and procedures are clear and

well understoodwell understood

• Ensure information is secure

• Ensure information is accessible

• Ensure ECM system can adapt to changing needs

of your organization


Procedures

Guidelines

Standards

Policies


Role of an ECM Governance Group

• Develop and apply rules about how the system is to

be used

• Where do users save their documents?

• Which emails should be stored in the system?• Which emails should be stored in the system?

• Can I delete documents? When?

• What is the approval process for access to a

document / folder / workspace?

• What is the approval process for changes to the

document taxonomy?


Sample ECM Governance Documents

Procedures

• New user training procedure

• Document naming conventions

• Records disposition procedure

Policies

• Email policy

• Paper scanning policy

• Backup / recovery policy

(including disposition of backup

copies)

• Searching / browsing and information

retrieval

• Creation of new folders / workspaces

• Functional process procedure (eg.

Contract management)

• Auditing procedure

• Records retention policy

• Metadata policy

• Security and access policy

• User support policy (service level

agreements)

• Remote access policy (home users

and partners / vendors)

• Electronic file format

Some content

courtesy: aiim.org

ResourcesResources

Association for Information and Image Management (AIIM)http://www.aiim.org

Association for Records Managers and Administrators (ARMA)http://www.arma.org

Information Zenhttp://www.informationzen.orghttp://www.informationzen.org

ECM Network Bloghttp://networks.feedburner.com/ecmnetwork

C3 Associates ECM Bloghttp://www.c3associates.com/blog

ECM Health CheckECM Health Check

Answer the following questions to assess the health of your ECM program. If you answer No to any of

the following questions your ECM program is likely not meeting your stated goals.

1. We know who owns ECM within our organization Yes / No

2. If yes to Question 1 – The ECM owner has the full support of senior

management

Yes / No

3. We understand the business case for ECM in our organization Yes / No

4. We have a clear document taxonomy that is well understood by our Yes / No4. We have a clear document taxonomy that is well understood by our

user community

Yes / No

5. We have a good understanding of the effort required to migrate our

legacy content into our ECM system (i.e. understand volume and

value of existing content)

Yes / No

6. We have established a comprehensive training program that

includes information about the business context in which the system

is to be used

Yes / No

7. The onboarding process for new users is clear and well-established Yes / No

8. Our users understand how and why they are using our ECM

system

Yes / No

Click to edit Master title styleClick to edit Master title styleThank You!Thank You!

Greg [email protected]

Content + Context = CollaborationTM

B: 403 775 4651 x.100

C: 403 863 5998

Presentation to AIIM International 2009 - ECM Rescue: Recovering from a Failed Implementation

Technology

Transcript of Presentation to AIIM International 2009 - ECM Rescue: Recovering from a Failed Implementation