The ECM Report 2009 - GUnet · The ECM Report 2009 • 1 Version 4, Sample License, Sample Edition...

ABBYY: FlexiCapture 8.0Alfresco: Enterprise Content

Management 3.1AnyDoc Software: OCR for AnyDoc

Autonomy Interwoven: iManageBrainware: IDC-Distiller

EMC: Documentum ECM 6.5EMC: Captiva

EVER TEAM: EverSuiteFormtek: Orion

HP: HP TRIM 6.23Hyland: OnBase 9.0

IBM: FileNet P8 4.5.1KnowledgeTree 3.6.1

Kofax: Capture 8.0Laserfiche: Rio

Microsoft: Microsoft Office SharePoint Server 2007

Newgen: Omni SuiteNuxeo: Enterprise Platform 5.2

Objective: Objective 7.3

Open Text: Livelink ECM SuiteOpen Text: Vignette V7 ECM

Oracle: Enterprise Content Management Suite 10gR3

Pitney Bowes Group 1 Software: OpenEDMS

ReadSoft: DOCUMENTSSaperion: Saperion ECMSpringCM: SpringCM 5.3

Xerox: DocuShare 6.5Xythos: Enterprise Document

Management Suite 7.2

Version 4Sample License / Sample Edition

The ECM Report 2009

Comprehensive Product Evaluations

Products reviewed:

Table of Contents

Table of ContentsPart 1 – How to Use This Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Brief Outline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Browse by Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Part 2 – The Business Case for Enterprise Content Management . . . . . . . . . . . . . . 3Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

NPV (Net Present Value) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5ROI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

ROI and CDB . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6Project Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Building a Business Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

When to Write the Business Case . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Part 3 – Business Scenarios for ECM Suites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

ECM as a Business Application or Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Typical Business Scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Enterprise Content Platform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11High-Volume Imaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Engineering Document Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Forms Processing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Regulatory Compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Case Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Workgroup Collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Marketing Information Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Technical Documentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Enterprise Web Publishing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Part 4 – ECM Dissected . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21The ECM Landscape . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

What is Enterprise Content Management? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21The Rise of ECM “Suites” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Core ECM Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Document Imaging & Capture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27Workflow & BPM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32Document Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

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Vendors shown in red are only available in the Enterprise Edition of the report

Table of Contents

Compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Supplementary Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52Digital Asset Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55Information Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56Collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60Web Content Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62

Core Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66Application Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67Usability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70Standards: Aligning with the Rest of the Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72Internationalization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Vendor Intangibles Dissected . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78Licensing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78Maintenance & Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82Services & Channel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84Integration & Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85Strategy & Roadmap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86Viability & Stability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

Part 5 – ECM Market Overview H2 2009 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87Market Evolution and 2009 Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88

Mobile ECM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88The SharePoint Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Industry-Specific Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89The Cloud & Open Source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

Near-Term Vendor Risk Profile — The ECM Vendors in 2009 . . . . . . . . . . . . . . . . . . . . . . 89Making Sense of the Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

The Vendors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91Vendor Evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

Matching Features to Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95Putting Scenarios and Vendors Together . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

ECM Suite Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97Ratings Summary: ECM Suite Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98Usage Summary: ECM Suite Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99Specsheet Summary: ECM Suite Vendors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100Alfresco: Enterprise Content Management 3.1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108Autonomy Interwoven: iManage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126EMC: Documentum ECM 6.5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141EVER TEAM: EverSuite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162Hyland: OnBase 9.0 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168

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Table of Contents

IBM: FileNet P8 4.5.1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183Microsoft: Microsoft Office SharePoint Server 2007 . . . . . . . . . . . . . . . . . . . . . . . . . . 200Nuxeo: Enterprise Platform 5.2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223Open Text: Livelink ECM Suite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236Open Text: Vignette V7 ECM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 256Oracle: Enterprise Content Management Suite 10gR3 . . . . . . . . . . . . . . . . . . . . . . . . . 274Xerox: DocuShare 6.5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 290

ECM Specialists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303Ratings Summary: ECM Specialists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 304Usage Summary: ECM Specialists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305Specsheet Summary: ECM Specialists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 306Formtek: Orion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312HP: HP TRIM 6.23 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 316Laserfiche: Rio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 323KnowledgeTree 3.6.1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 329Newgen: Omni Suite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 336Objective: Objective 7.3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 341Pitney Bowes Group 1 Software: OpenEDMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347Saperion: Saperion ECM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 354SpringCM: SpringCM 5.3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 360Xythos: Enterprise Document Management Suite 7.2 . . . . . . . . . . . . . . . . . . . . . . . . . . 367

Capture/Imaging Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 374Specsheet Summary: Capture/Imaging Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 375ABBYY: FlexiCapture 8.0 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 376AnyDoc Software: OCR for AnyDoc . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 378Brainware: IDC-Distiller . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 380EMC: Captiva . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 382Kofax: Capture 8.0 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 384ReadSoft: DOCUMENTS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 386

Part 6 – Advice, Pitfalls, and Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 388How to select an ECM package (and remake your ECM) . . . . . . . . . . . . . . . . . . . . . . . . . . 388Vendor Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 394

Software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 394Professional Services and Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 396Some Final Words on Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 397

Ten Common Pitfalls to Avoid (and Best Practices to Follow) . . . . . . . . . . . . . . . . . . . . . . 398

Appendix A: ECM Technology Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 403

Appendix B: Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 407

Vendor Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 430

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Part 1 – How to Use This Report


Note: For this sample version, we have only included portions of the section below.

This is a very long report. That’s intentional. You’re going to be making some important decisions on behalf of your enterprise, and our goal is to provide you with as much relevant detail as possible. But we know you may not have time to read cover to cover. So use this introductory guide for traversing the report more efficiently.

Brief Outline

The report is broken into several segments:• “Part 2 – The Business Case for Enterprise Content Management” on page 3 looks at

key concepts in content management, as well as the business case (both pros and cons) for implementing an ECM platform.

• “Part 3 – Business Scenarios for ECM Suites” on page 10 identifies nine universal ECM scenarios to help you “place” your own needs in the market.

• “Part 4 – ECM Dissected” on page 21 explores the enterprise content management product set, defining and demonstrating key features you’re likely to find in the technology, as well as how to examine critical aspects of the vendor itself.

• “Part 5 – ECM Market Overview 2009” on page 81 begins the meat of the report. Here we categorize vendors into three different tiers and then provide comparative evaluations of each product individually.

• “Part 6 – Advice, Pitfalls, and Best Practices” on page 208 offers just that, including how to select a vendor and budget properly for your project.

• “Appendix B: Glossary” on page 227 offers a short glossary and supplementary guide to relevant ECM standards.

Browse by Role

Depending on your role in the enterprise, you may wish to start at different places in the report and then back-fill your knowledge as necessary. Consider the following short-cuts.

Project ChampionStart with “Part 2 – The Business Case for Enterprise Content Management” on page 3 to help you distill the business case for an ECM system. Then explore our discussion of generic Scenarios in “Part 3 – Business Scenarios for ECM Suites” on page 10 and perhaps the vendor comparison charts beginning with “Usage Summary: ECM Suite Companies” on page 99. Finally, be sure to review “Part 6 – Advice, Pitfalls, and Best Practices” on page 208 before dipping into individual product chapters.

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Project ManagerYou might want to start by getting familiar with the technology through “Part 4 – ECM Dissected” on page 21. Then use the vendor comparison charts beginning with “Usage Summary: ECM Suite Companies” on page 99 to consider a long list of vendors to investigate. Use the “compare to” rows of the vendor summary charts to find other similar vendors who may not have made your long list. Finally, be sure to review “Part 6 – Advice, Pitfalls, and Best Practices” on page 208.

Project EngineerStart with the vendor comparison charts beginning with “Specsheet Summary: ECM Suite Vendors” on page 100 to consider a long list of vendors to investigate. Use the summary comparison charts under each category to review basic technical compatibility. Refer back to “Part 4 – ECM Dissected” on page 21 to catch up on any key concepts that are new to you.

Enterprise Procurement SpecialistExamine our analysis of the marketplace and current vendor stability under the introduction to “Vendor Evaluations” on page 89. Use the summary comparison charts under each category to understand key differences among the products. Be sure to review the “Part 2 – The Business Case for Enterprise Content Management” on page 3 to understand the value your enterprise can expect its investment to bring.

Consultant / IntegratorHow you use the report depends on what you need to provide your clients. Each section can provide useful analysis. You may want to jump to the vendor comparison charts beginning with “Usage Summary: ECM Suite Companies” on page 99 to begin your investigations, particularly if you are in search of suitable software partners. Pay special attention to the “Vendor Intangibles” sections of each vendor chapter.


Part 2 – The Business Case for Enterprise Content Management

Part 2 – The Business Case for Enterprise Content Management


Introduction

Enterprise Content Management (ECM) is broad enough to touch multiple areas within your enterprise. The most common reasons that managers use to justify applying ECM technologies are:

• To bring order to the ever increasing volume of electronic documents• To meet new legal or compliancy requirements regarding the management of

information• To reduce the amount of paper documentation within the organization• To provide more standardized means of gathering and distributing data (e.g., via forms)• To re-engineer business processes, and increase efficiencies• To support business continuity requirements• To obtain more value from costly investments in content• To more consistently communicate to employees, partners, and customers

As times change, the marketplace finds new reasons for applying ECM technologies. Compliance is a relatively new rationale, and now we are also seeing increased use of ECM platforms as a basis for application development of content-aware business applications. Nevertheless, most of the time enterprises turn to ECM to reduce costs and bring information overload under control. Indeed, with digital information mushrooming faster than most enterprises can manage it, ECM projects have become a kind of cost of doing business: Enterprises simply need to do something about information overload. But let’s try to be more specific. What benefits can you expect to receive from implementing ECM technology?


Part 3 – Business Scenarios for ECM Suites



Summary

In this chapter we will look at a range of common usage scenarios for ECM systems. At a high level there are two key approaches to using ECM technology:

• As a business application in its own right• As infrastructure to support content-specific processes

The possibilities for both are infinite, and there is also an industry dimension as well: law firms use ECM technology very differently than manufacturing companies. Of course, every enterprise is different, but clearly there are patterns in the adoption of these tools. We call these patterns “business scenarios,” i.e., ECM technology can solve very specific business problems. So while in the next section we examine the potpourri of technology product families and the dizzying array of associated acronyms, in this chapter, we’ll help you understand what business problems the technology could help you solve.

ECM as a Business Application or InfrastructureTo date, very few deployments of ECM technologies have spanned farther than a single department, whether it is the Marketing Department of a major retailer, the Research and Development group at a Pharmaceutical firm, or the Legal Department in a Fortune 500 firm. The typical ECM implementation targets groups of users who have very specific, document-centric needs to meet. To put it another way, few installations span the entire enterprise, whatever the ECM moniker might suggest.As a result, many ECM systems have developed specific applications to meet these varied needs; e.g., Interwoven has a set of modules designed specifically to meet the needs of Legal firms. Sword Group provides applications for the Oil & Gas industry that support electronic mark-up, routing, approval, and modification for drawings and engineering documentation. The specific vendor evaluation chapters below detail many other examples, and vendors are working on still more. However, not all ECM-related applications are specific to a particular vertical industry. Others span across industries and provide a more general purpose (some would say, “horizontal”) approach to ECM. A good example here would be applications to manage correspondence and incoming mail, a very particular task — but one that will not differ much from a retail firm to government agency or an industrial giant.Alternatively, in order to survive, some enterprises depend on high volumes of documents running efficiently through their system. A typical example would be a bank or insurance firm that handles large volumes of forms and documents to process claims and manage transactions. In these cases, enterprises require content management as part of the underlying IT infrastructure — either because of the sheer volumes of disparate content, or because key, process-driven documents interact with different business units throughout their life cycle.



What is common here is that all of these use cases be they infrastructure or application oriented bring specific needs that require specific combinations of tools, approaches, and expertise. Explicitly or not, different ECM tools target different use cases. Understanding the business scenarios that fit better or worse for the different packages enables you to see deeper into their relative strengths and weaknesses for your particular circumstances. Therefore, we have identified the following common scenarios against which vendors can be judged:

• Enterprise Content Platform• High-Volume Imaging• Engineering Document Management• Forms Processing• Regulatory Compliance• Case Management• Workgroup Collaboration• Marketing Information Management• Technical Documentation

• Enterprise Web Publishing

Typical Business Scenarios

Below we have identified a series of fairly typical scenarios in which ECM plays an important role.To be sure, these scenarios are abstractions. Though your needs may not reflect any one of these precisely, it is likely that you will find some resonance in one or two scenarios or in some hybrid combination of scenarios. This can in and of itself be a very good starting point for a product selection exercise.Use this section — and the comparative charts before the three vendor segments — as a guide to identifying what vendors might best fit your needs.

Enterprise Content PlatformA fortune 500 automobile company, operates around the clock in over 60 locations globally, with literally thousands of partners, along with busy and active Web and extranet sites. Having grown organically and via acquisition over the past 30 years, the firm has many business applications ranging from multiple ERP systems to multiple versions of desktop productivity software. Information on new safety and emission rules needs to be managed closely, and the firm needs to ensure that such information is distributed to all relevant parties within their remit. Content is created by administration staff across the globe, reports are generated from multiple ERP systems, and e-mail volumes have gotten out of control (slowing servers and the network response times down to critical levels). Over time, the firm acquired and deployed over 30 ECM systems along with a similar number of ancillary Records Management and Collaboration tools.



The organization has begun a SOA-driven Enterprise Architecture project to bring some cohesiveness and consolidation to the many disparate applications and infrastructure pieces across the firm. Centralized ECM is the goal, but more importantly, coordinating content services across the new architecture that will consume and create content is a necessity along with the need to automate archiving in a compliant manner.

Many IT departments are coming to view unstructured data as something they need to accommodate in Enterprise Architectures. Often driven by SOA (Service Oriented Architecture) initiatives, IT departments ideally want to manage unstructured data in much the same way as they currently do structured data. This entails creating either a content (and associated process) layer in an enterprise architecture, or as a set of services that represent part of the middleware — services that can be delivered and consumed as and when necessary. To date, most ECM vendors have operated as complex business applications serving a particular set of business process needs. When ECM is used as infrastructure, then it should meet two basic needs: be available as a generic service (or set of services) for a wide array of applications and interfaces, and also to provide back-end archiving and compliance services to the large volumes or content generated in a typical enterprise. Only the largest vendors are already offering products to do meet the latter need.However, with the introduction of database and middleware giants Oracle, IBM, and Microsoft into the ECM marketplace, this is starting to change. Oracle now offers ECM as part of Fusion Middleware, and likewise IBM and even EMC offer ECM product sets that can begin to meet these needs. Note, however, that most of these tools still only produce services natively, and are not set up to consume them.

High-Volume ImagingA global logistics and shipping service operates hundreds of bureaus around the world; in addition they support a very large network of agents. For every piece of freight shipped, be it an envelope, parcel, or pallet of supplies, employees and customers need to complete paperwork locally. The paperwork consists of a shipping form, invoicing/account information, and relevant customs/legal documentation. These documents — commonly completed by hand on paper — are scanned to a centralized system. Throughput of documentation into the document management system can run as high as 300,000 documents per hour at peak. Security is essential, as much of the documentation contains names and addresses along with credit card information. The documentation is then processed in a distributed fashion around the clock, and is made available to authorized company staff and customs officials across the globe in real time.

In such situations, you will be looking for vendors who specialize in the high-volume capture and throughput of relatively fixed content, often referred to as “Transactional Document Management.” The technology must be able to manage geographically distributed scanning locations and automatically index large volumes of incoming documents. Such products will also typically undertake automated quality control of the captured images, checking if the image needs to be corrected in orientation, de-speckled, or otherwise cleaned up.More advanced products also offer the ability to automatically recognize incoming imaged documents, based on highly sophisticated rules and artificial intelligence technologies; e.g., at a simple level, they can recognize a statement from an invoice and route it accordingly, and as the sophistication level rises, they can read and extract numeric and textual data from the image before sending it for processing.



Underpinning most high-volume Imaging deployments is a powerful Business Process Management functionality that can route documents based on intricately configured rules. The captured document moves through an ECM repository but also potentially migrates to other host or legacy systems for elements of the processing cycle. Acting in effect as a middleware layer, BPM tools drive the life cycle of the document process.In buying such a system you will, of course, need to look for advanced imaging and capture functionality (often provided courtesy of a third-party vendor such as Kofax) but, equally important, the ECM system must be able to manage your distributed capture network, and route the document through Workflow or the BPM engine at the level of depth suitable for your needs. Not all workflow and BPM systems are equal; many simply offer basic routing inside the walls of the ECM system, while others bring full-scale (read: complex, expensive) middleware integration tools that can support process management involving a wide array of systems outside of the ECM product.There are many mature Imaging products on the market, which is a good thing. However, as Imaging has been around for so long, some of them are looking dated both at a UI and at an architectural level. A good understanding of your image ingestion rates — peaks and averages — and the distribution of the workload at the process and capture level across your organization is essential to know before starting discussions with any vendors. You otherwise run the risk of buying a toolset totally unsuitable for your needs.


Part 4 – ECM Dissected



The ECM Landscape

What is Enterprise Content Management?You know you have an information management problem, but what kind? Defining the exact nature of the problem is always half the battle to finding a solution.Technology solutions to business problems that are associated with the production, storage, and distribution of information have historically gelled around different types of management software:

• Imaging and Capture• Collaboration• RM: Records Management• DAM: Digital Assets Management• DM: Document Management• Workflow/Business Process Management• KM: Knowledge Management• DRM: Digital Rights Management• WCM: Web Content Management• Portals

But today, the lines between these product segments have seemingly become quite blurry, and there is consequently broad confusion around what is increasingly being called “Enterprise Content Management” or ECM. When is a document a “digital asset?” Shouldn’t my Enterprise Portal also control versions of its associated code base? Don’t all digital files represent “content” of some kind?Compounding this confusion has been the rapid expansion of feature sets among ECM vendors to capture larger market-shares, or simply lay claim to an ECM mantle. While some companies have taken a partnership approach — particularly among the more niche-oriented vendors — the marketplace as a whole has seen substantial convergence, consolidation, and overlap. This, coupled with vague yet expansive marketing information, can make it difficult to discern the core capabilities of the solution a vendor may be offering.Moreover, a vendor may only provide a single function-point solution, such as Imaging or RM or WCM, but call themselves an “Enterprise” Content Management vendor because they are targeting enterprise-level customers, or simply because that term makes their software sound more sophisticated and valuable.This report focuses on Enterprise Content Management (ECM), particularly vendors who purport to sell collections of products as part of a larger “suite.” ECM itself is a term still in search of a commonly-accepted definition. Let’s explore some of them.



“Enterprise-level” Function-Point SolutionsThis could be a very big DM, DAM, or WCM implementation that crosses departmental silos, and essentially promises a highly scalable approach to a common, practical need. This is a nice strategy in theory, and some large, cohesive enterprises (especially in the tech sector) have executed successfully on it. However, we see some backlash against this approach today in some areas for financial reasons and because the implementation times across multiple silos can be highly impractical. For Imaging projects, enterprise consolidation can make a lot of sense; for Web Content Management, the business case remains less obvious. At the same time, many enterprises are beginning to provide content management as a central service to different business units. In any case, this definition means that any large vendor from among all the various categories above could call themselves an ECM player (and many of them do).

Combined Functional SolutionsThe idea here is to combine various functions under one management umbrella. This is what Gartner tried to promote as “Smart Enterprise Suites.” As a strategy, it speaks to vendors such as Oracle Open Text, IBM/FileNet, and EMC, who have assembled nominally integrated functional solutions under one brand. In reality, the individual products are often marketed and sold separately, and in many cases, the offerings are often far from integrated. Moreover, it is not at all clear that the marketplace actually wants combined suites even when the vendors have them. An indicator of this is the fact that despite years of pushing the logic of unified web and document management, very few buyers have ever implemented such systems because they see them (rightly) as separate entities. Today, most ECM projects get sold and implemented at the departmental level.

Ubiquitous ContentThis school of thought says that ECM is not an application, but a framework for making content as accessible as possible to the right people from wherever it lives, and that the prime function of disparate repositories is to feed the right information in the right format to key line-of-business applications that truly drive profitability. Many enterprises want to experiment incrementally here, even if the fundamental concept of “content anywhere, any time, any format” remains highly utopian. Nevertheless, we believe that understanding “ECM” as a framework for threading together content-rich applications across the enterprise is a useful way of trying to obtain more value from heretofore isolated function-point solutions. With the movement of Oracle specifically into this space, we are seeing ECM repositioned as middleware. Essentially, ECM components are served as functionality that sits between the application layer and the database/storage layers. The idea is that within Service-Oriented Architectures (SOA), ECM services become available and ubiquitous via an Enterprise Service Bus (ESB). The reality is that most ECM vendors’ tools are internally tightly bound such that services-oriented ECM remains more of an ambition than a reality. Nevertheless, IBM is responding to the goal, as are Microsoft and EMC. Another illustration of the ubiquitous content approach is provided by Open Text and EMC. Until recently, both touted a “big suite” approach to ECM, yet both are now repositioning to provide archiving services and repository management for large federated environments. A recognition and acceptance of the growth of SharePoint at the front end combines with the impossibility of centralizing all content into a single repository and the continued need to somehow manage the huge volumes of content created each day.



What is Content Management?In short then, no one really agrees on what ECM is, and the various definitions touted don’t really help technology buyers very much.At a very basic level, all content management systems do the same thing: take in content, add value to it by applying approval and other business processes, then output it in some format. The simple input/output chart (Figure 1) refers specifically to a Web Content Management system, but could be applied to nearly the entire class of ECM solutions.

Within any content management system, regardless of content type, several standard features are typically available to support these business processes. This set of core features spans the ECM functional spectrum from Imaging to DM to DAM to WCM, and can be found in almost any major vendor package in those spaces. Whether the content in question is text, images, binary documents, XML nodes, multimedia files, forms, or something else, these core capabilities are essential in any content management system:

• Contributor and managerial rights and privileges must be managed, usually according to pre-set roles. This promotes security and insures that participating staff people are only undertaking suitable and appropriate tasks.

• Content must be authored or ingested into the system, and sometimes transformed into a consumable format. This enables corporate information to be actively managed.

Figure 1. Content in / Content out.



• Repositories must be managed through versioning and version control. This insures the integrity and authority of the core content.

• Content must be indexed and/or classified. This enables content to be subsequently retrieved more easily and reused more widely, with minimal human intervention.

• Workflow mechanisms must be in place. This helps assure consistency, quality, auditability, and reliability of content and business processes alike.

• Content must be localized for multi-ethnic or multilingual audiences as well as authors. This enables enterprises to extend their content management efforts across national boundaries.

• Content must be properly accounted for across a life cycle that ultimately terminates with archiving and/or disposition.

However, the function-point domains of Web Content Management, Document and Records Management, Digital Assets Management, and others still represent distinct solution sets, each with their own unique business and technical drivers. And even if the technology elements are similar or even identical, structuring and organizing content (e.g., for the Web, Media Consumers, or internal document users) remain very distinct.

The Rise of ECM “Suites”Most of the vendors in this report have developed multi-function point “suites”— often via acquisitions of smaller software companies — that address some or even most of the ECM family of functional products, from Imaging to DM to Collaboration, WCM, DAM, Syndication, and more. Most analysts, including CMS Watch, call them “ECM Suites,” while Gartner once labeled them “Smart Enterprise Suites.”On the surface, vendors make a strong case for multi-functional suites:

• Some of their major customers — who have probably already invested substantially in that vendor’s platform and particular API — are clamoring for comprehensive solutions that look at content in a more integrated way.

• Obtaining multiple software modules from one vendor should reduce software ownership and support costs and potentially smooth out and accelerate what are always thorny and lengthy integration projects.

• By providing a variety of different functional services under one platform, a single vendor can theoretically support a document through a longer portion of its life cycle from creation to destruction.



Meanwhile, some lower-level Content Management services are beginning to become more standardized. By pushing core ECM functions (like library services, workflow, and metadata management) lower into the product stack, vendors can make those services commonly available to all their ECM tools (as well as those from other vendors) in a standard, integrated way, improving everyone’s agility and reducing costs. In the long run, e.g., core repository servers will probably migrate to major infrastructure vendors like Microsoft, Oracle and IBM and become part of their middleware/infrastructure offerings.Consider the “layer cake” architecture diagram (Figure 3) from ECM vendor FileNet|IBM. Nearly every other ECM vendor boasts remarkably similar diagrams of their own.

Figure 2. Managing scanned documents (sometimes called “fixed content management”) through their full life cycle requires a variety of different functional services, from Imaging to Document Management, Workflow, Records Management, and Archiving.



In practice, many buyers favor the ECM Suite approach, as they have more than enough supplier contracts to deal with already, and to bundle all of the ECM elements into one relationship seems logical. This approach is also increasingly favored by IT Departments as they (or outsourced developers) are asked to integrate, develop, and expand applications that make use of unstructured content. Logically, the Suite approach should dramatically reduce the amount of time it takes to integrate new functionality and to develop applications that draw upon a range of capabilities within the ECM Suite. Developers and administrators can get to know the platform’s quirks well, and might need just a single technology skill set to administer and maintain the entire Suite.Good negotiators can, of course, also gain substantial license cost reductions by going with a single vendor. In some enterprises this can represent a significant difference in cost, between paying full list price for best-of-breed modules, and negotiating a much lower cost per seat on an enterprise-wide license agreement with a Suite vendor. The counter to this, though, is that once you become standardized on a particular vendors offering, the supplier can become complacent and other vendors decline or are reluctant to bid on your RFPs, as they will not consider these fair or competitive situations.

The Case Against SuitesIn practice, the case for ECM Suites is substantially less attractive than first appears. First of all, enterprises that already own and have customized systems from other function-point content management software vendors often have no interest in replacing those existing systems in the name of vendor consolidation. Experienced CIOs recognize that true return on investment comes not just from lower costs, but from added value to the business lines using the tool.

Figure 3. The FileNet P8 ECM Architecture.



It is critical to remember that the ECM Suite vendors typically possess one, two, or at best perhaps three core competencies, while the packages they acquire have varying provenance. Do you want to replace your working Document Imaging solution with a new but substandard Imaging and Capture package from one of your other existing vendors simply to reduce your bevy of software suppliers? Also, the various function-point applications within some vendor suites remain far from integrated. In the product reviews below, you’ll see suites whose individual components run natively on separate operating systems, support different application servers, and carry divergent repository models. This kind of platform inconsistency should come as little surprise given the turgid pace of mergers and acquisitions and the relative dearth of pure R&D resources at many vendors’ disposals to stitch different tools together. Inevitably, PowerPoint slides with neatly organized layer-cake architectures get created long before the vendors have completed the messy work of getting different products to work together. It is telling that ECM vendors themselves typically use entirely different professional services teams on separate product installations, and are likely to do so for some time. This should signal to you that you will need different project teams and technical competencies internally even if you standardize on one supplier.Moreover, it remains unclear just how different function-point solutions should work together. For example, several vendors appear to be working toward developing a single user interface for their product suites, but this may not prove the best solution for an enterprise whose different staff — some scanning images, others editing the images, others publishing the images — may well require highly diverse interfaces. We pick up this discussion in more detail in “Information Integration” on page 55.Now let’s take a deeper look at the various categories of products that could make up an ECM Suite.

Core ECM Services

Document Imaging & CaptureTaming paper is a major requirement for many businesses, and in fact continues to grow in importance and scale as an issue to deal with. Put simply, document imaging is the conversion of a paper document into an electronic facsimile, or picture, of that document. Once converted, the electronic image can then be stored and retrieved, distributed via e-mail or network routing, and potentially saved to a light storage media for portability. Digitizing documents offers many benefits including reduced filing, storage, and distribution costs; better protection and control of information; improved access to information, automated workflows; better customer service; and help in addressing regulatory compliance.In most cases, once the paper has been converted into its digital format, the physical paper itself can be destroyed and the digital image becomes the legal representation of that document. Documents that cannot be destroyed, such as a Promissory Note or legal signature documents, can still be scanned and the digital image used for any work-related activities. The physical document would be stored in a secure place and retrieved when and if needed.Scanning density, or resolution, is usually determined by the dots per inch (DPI) at which a document is scanned; higher DPI equals better resolution. Though higher resolution may be



necessary depending on the document type and business purpose, 200 DPI is sufficient for the majority of office documents.

Document imaging is a step-by-step process:1. Scanning: Scanning digitizes the document, which turns it into a file that can be

stored, viewed, and routed electronically. While a scanner is most often used, documents can be scanned with a fax machine or a multifunction peripheral. The type of scanner to purchase varies on document size, type, volume, and many other factors.

2. Quality Control. This step allows an operator to determine if the image is readable, and if not, the document can be re-scanned or cleaned up using various technologies.

3. Indexing. Document indexing refers to how documents are indexed for retrieval once the document is scanned into a document repository. Indexing is critical: if a document can't be retrieved, or retrieved in an acceptable time frame, it might as well not exist. Indexing refers to the actual index values needed to retrieve a document from wherever it is stored. Classification refers to how the data is categorized in terms of which storage media it should reside on and for how long. A typical customer file may have the following index words: • last name, first name, middle initial• account number• social security number• telephone number (home, business)• address• account type• document type (account application)Indexing strategies must be thoroughly reviewed and discussed with the users as part of any document imaging system implementation. If indexing does not follow users’ retrieval patterns, the documents will not be accessible and the system will be less than successful.

Figure 4. Digitizing hard-copy files remains an essential function in ECM Suites.



The basic methods of indexing are manual key entry, optical character recognition (OCR), and full-text indexing. Manual key entry is when a person keys in the required data by hand. It can be slow and requires continual review for accuracy. OCR technology can read the index fields and convert the image to data. Full-text indexing via OCR is another method for indexing every word in a document. The document image is read via an OCR program, converted to ASCII text, and a text-searchable document is produced. OCR results are dependent on the original text and paper and how well the OCR engine can be “tuned” for quality. While very accurate, OCR is not 100 percent; it is, though, far more accurate than many seem to realize, and usually when deployed in high-volume situations it is considerably more accurate than human keying.

4. Storage. When the document image has gone through quality control and is properly indexed, it is typically stored on the storage media selected. While difficult, it is technically possible to change an electronic document. To ensure document integrity, documents are stored on media that do not allow the original documents to be manipulated or changed. Today, all types of media are used to store document images including WORM (write once, read many) optical disks, CD-ROMs, DVD, magnetic disks, RAID storage, and magnetic tape. The storage media is dictated by the application and legal compliance needs.

5. Workflow. If the document is part of a work process or workflow, the location of the document is sent to the beginning of the workflow process.

6. Retrieval. At any point after a document has been indexed and stored, it becomes available to a user.

7. Archive. If not part of a work process, the document simply resides in the storage system until it reaches the end of its life as an “active” document. At this point, the document may be moved from the expensive first-tier storage system to a less expensive second-tier storage or it may be deleted from the system. Once digitized and stored, an electronic document should follow the same rules as if it were a paper document.

A document may also undergo special processing after it has been scanned. Special processing may include:

• Forms recognition. Software can recognize the form type, speeding indexing and processing. Forms-recognition software can be trained to recognize any form or document type. Once the data has been extracted from the form, the digitized document may be stored or deleted.

• Document image clean up. Software removes stray speckles (sometimes called electronic dust) that were either on the original document or were introduced by an un-clean scanner. This software can also enhance a digital document by improving the contrast of light to dark, which increases the readability of the document.

Document imaging can be centralized, decentralized, or outsourced. In centralized capture, documents destined for the system are transported to a central scanning area for processing. The benefit of a centralized area is that all of the equipment, personnel, and expertise are efficiently leveraged. Drawbacks include high set-up costs, potential for losing (and additional expense of moving) documents to and from a central facility, and the need for a sizable physical space to contain the scanning operation.



A distributed capture implementation allows scanning and indexing to occur within departments without having a centralized scanning area for the enterprise as a whole. As the imaging industry matures and technology becomes easier to use and implement, some companies have installed small desktop scanners or have purchased multifunction scanner/copier/printer devices in workgroup locations. A third option is a dedicated workgroup scanner located, e.g., in a copy machine room. This “workgroup” scanning concept is one of the fastest growing areas in document imaging and we believe it will continue to grow at a brisk pace.

Distributed and central scanning are not mutually exclusive concepts. It is entirely possible to have a dedicated scanning area for a business unit with a high volume of paper, but have other departments with lower volume making use of a distributed capture model. The key, of course, is having an imaging system that has the capacity to handle both types of scanning. Document volume, security needs, business use of the documents, and budget, among other considerations, will dictate which method is best for you.

Figure 5. Different approaches to multiple scanner environments.



Other Methods of CaptureAlmost in the same category of distributed scanning is the ability to scan documents into the system by using a fax machine. When faxed documents are “captured” by a fax server (instead of being printed), they are simply stored electronically until they are passed to an indexing workstation where they are indexed into the system and then stored. It is also possible to electronically index the incoming documents via OCR, forms recognition, and fax number identification, but a more detailed indexing may require the human touch. A document imaging system can also acquire an electronic document (e.g., converting a Microsoft Word document into a bit-mapped image is called rasterizing the document).

Outsourcing Document ImagingDue to the large capital outlay and ongoing costs of operating a capture operation, outsourcing document imaging has been practiced since the technology's inception. There are a variety of models for outsourcing document imaging such as:

• The SaaS (Software as a Service, or “hosted”) model. The outsourcing company handles the entire conversion process and stores the electronic images, providing access to the company via a secure internet connection.

• The scanning operation (paper capture and indexing) is outsourced, but you maintain control over the resulting index data and images with an internal system. You are also responsible for storage or disposal of the paper.

• A third model is that you are responsible for the initial scanning of the documents, but an outsourcing company provides all of the indexing and returns to you the images with the indexing values.

• A fourth model brings the outsourcing company onto your premises to do the work. This model is used when a company cannot/will not allow their documents off-site.

CaveatsWhile mature and fairly straightforward, document imaging, like any technology, needs to be understood to maximize its effectiveness. A few items to keep in mind:

• Indexing is essential. Documents indexed incorrectly are essentially lost. This concept is taken up further in “Document Management” on page 35.

• Manage input quality. Poor digital quality equals lost information. • Hardware, software, integration, training, and operating costs can be costly. However,

many systems are able to reach a payback in 24 months or less.• Beware of proprietary formats and the potential expense of future conversion to a

standard format.• System maintenance is key to keeping scanners operating at peak efficiency.

Do not neglect end-user training — both the personnel responsible for digitizing the documents and those responsible for working with those digitized documents.


Ratings Summary: ECM Suite Companies

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Supplementary ServicesSearch Digital Asset ManagementCOLD/ERM Information IntegrationCollaborationWeb Content Management

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Industry OrientationHealth Care −GovernmentLegal / Professional ServicesEnergy −EducationLife Sciences / Pharma −Banking −Insurance −Manufacturing +Consumer GoodsMedia / Entertainment −

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Oracle: Enterprise Content Management Suite 10gR3 www.oracle.com

Vendor at a Glance

SummaryOracle has something of a long history in ECM though until they acquired Stellent a couple of years back; it had not been a well known or particularly successful part of Oracle’s legacy. Since acquiring Stellent though Oracle have become quite a force in the industry and now regularly compete in larger deals against long established vendors IBM and EMC Documentum.It’s not just a case though of Oracle acquiring technology, indeed a lot of new work has gone into the product range, and though key elements of the Stellent acquisition remain in place, they have mostly been heavily re-developed and placed into the overall Oracle Fusion stack.

Specsheet Enterprise Content Management Suite 10gR3 Summary

Geography Global

What’s New • Siebel adaptor• CPU based pricing for IRM

Strengths • Ships with alternate, accessible contributor interface• Strong multi-site WCM capabilities3 More in Full Report

Weaknesses • Poor document collaboration services in this suite (need to procure elsewhere from Oracle)

• Professional services group has comparatively less depth• Still leans heavily on older technologies, including proprietary scripting

language, “Idoc Script”5 More in Full Report

Scope Enterprise

Potential Fit Marketing Information Management, High-Volume Imaging, Enterprise Web Publishing, Regulatory Compliance

Unlikely Fit Technical Documentation, Case Management, Engineering Document Management

Compare To Interwoven, Vignette, Hyland

Operating System Microsoft Windows, Sun Solaris, Linux, Zseries Linux, IBM AIX

Repository File-system based repository with relational database for metadata persistence. SQL Server, IBM DB2, Oracle, Sybase. Optionally a database can be used as the repository — or combination of both

App Platform Requires a server that can run standard J2SE processes

Licensing CPU or seat-based licensing

Ownership Public (NASDAQ: ORCL)


http://www.stellent.com/en/index.htm


Although the original Eden Prairie office of Stellent remains (as do many of the Stellent staff), this is very much an Oracle led and run initiative with all the pluses and negatives that this brings. On the plus side, is a truly awesome process for developing products, and the speed with which Oracle repurposed the Stellent stack has been impressive. On the less positive side, the original mid-west bonhomie of Stellent is gone, replaced with a much more efficient and voracious sales and marketing team.Nevertheless, Oracle bought wisely. By revitalizing neglected elements of the Stellent portfolio (such as the Imaging component) and welding them together with the existing Oracle archive and database elements, they have a strong product set.

IntroductionStellent had an interesting ride as an ECM provider. Proudly from the American Midwest, Stellent carved a niche in local government and across a wide array of mid-sized firms and departments. After tapping public equity markets, Stellent invested in some sensible in-house development and small acquisitions to broaden its ECM functionality, at least on a par with some of the leaders in this sector. Oracle, on the other hand, was able to build a highly scalable platform that leverages the Oracle 10g database and the broader Oracle stack, including Identity and Security services, and BPEL Process Manager. What Oracle was unable to do was to create credible applications of their own, and in particular lacked the ability to ingest high-volume imaging flows — where the real money lies for firms like IBM and Documentum. Integration into Oracle as a whole, enhancement of the repository layer, the option to use the database to store content — with the associated BPEL processing engine and integration services — should help to lay some scalability issues to rest. And though there is still some work to be done here, Oracle UCM is scalable and the problem is more around perception relating back to the original Stellent customer base.As you can see in “Strategy & Roadmap” on page 31, Oracle has been at pains to lay out a clear roadmap ahead. However, you will want to ensure that in any contract with Oracle (as with any other vendor) that a future deliverable that affects you is embedded concretely into any commercial agreement.Oracle also assumed the burden of full integration of the various technologies that Stellent itself had previously acquired. For example, the Optika product that Stellent acquired in January 2004 remains a distinct and separate product set from the broader Universal Content

Ratings

Core ECM ServicesDoc Imaging & Capture +Workflow/BPM +Document ManagementRecords Management

Supplementary ServicesSearch Digital Asset ManagementCOLD/ERM Information IntegrationCollaborationWeb Content Management

Core TechnologyArchitecture +Application Development +UsabilityInternationalization +Security and Identity ManagementSOA & Enterprise Integration +

Vendor IntangiblesStrategy & Roadmap +Services & Channel +Integration & Partnerships +Viability & Stability +

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Management. Of course, un-integrated (or only loosely integrated) product pieces are commonplace among all ECM vendors. But in this case, when there are two layers of acquisition and integration, the challenge takes on added focus, and a prospective customer looking at Oracle/Stellent's BPM capabilities should investigate closely here. It should also be noted that in Oracles published product roadmap that at the next major version release in 2009, Oracle Imaging and Process Management will be based on UCM and Oracle Fusion Middleware. Once this is released and field tested we will review that product set further.In this review we will look in particular at the following products:

• Universal Content Management (UCM)• Imaging and Process Management (I/PM)

Core ECM Services

Document Imaging & CaptureCurrently Oracle offers two products based on the acquired Captovation technologies (early 2008):

• Oracle Document Capture• Oracle Document Distributed Capture

Captovation is certainly one of the better capture products around, and provides a full range of services from bar code recognition and indexing technologies, through to specialist modules for check capture. Typically we would warn about the dangers of newly acquired technology, however in this particular instance it should be noted that Captovation has been embedded into the Oracle (and prior to that Stellent) offerings since 1999.

Workflow and BPM

More in full report.

Document ManagementUCM began life as a simple, web-based document management system targeting basic document sharing for the intranet. It remains a strength of the tool set. UCM provides out-of-the-box basic major and minor revision controls. Although not as configurable as some of the more Engineering-focused players, it will meet the needs of most prospective buyers in workaday enterprises.

There are some automatic metadata extraction capabilities in UCM, and although not as extensive or powerful as some of their competitors (such as Interwoven for example),


Records ManagementStellent made substantial investments in its Records Management module and will boast proudly that it was built natively by their own team, rather than acquired and bolted on. Not surprisingly, the RM product has a strong following among traditional Stellent customer bases



in local government and enterprise departments. This product has now been renamed as Oracle Universal Records Management (URM). It is DoD 5015.2 certified, and supports both physical as well as electronic records via both centralized and federated RM configurations.URM seems advanced in its understanding of both the distinction between and the intersection of Records Management and Retention Management (RRM) — two areas that are often confused (see “Part 4 – ECM Dissected” on page 21). They have made that distinction clear, yet integrated the cross-over requirements to buyers in a very practical way. URM is DoD 5015.2 compliant as a solution, for both Windows and Unix.


Supplementary Services

SearchIn 2006, Oracle converged on a standalone search-and-retrieval product, Oracle Secure Enterprise Search (SES), which is sold and licensed as a stand-alone product. This has the advantage that the technology is now well-productized and will not require a separate Oracle database or any other modules; in fact, you can download an installer from the company’s website that will run a setup of all required components, which allows you to have a comfortable test-drive. For Oracle, the main advantage is that this allows them to market it as a distinct offering with its own licensing (unlike Oracle Text and Ultra Search, which are included in the database license).


Digital Asset ManagementOracle touts its capabilities in this area, and indeed the platform’s DAM capabilities are likely to be more than sufficient for the needs of many marketing departments. The DAM option extends viewing and annotation to a wide range of image and video formats. Of particular note is the capability to rendition a wide array of rich media formats into different formats automatically, and yet manage them collectively. Unlike several competing offerings, the DAM product is built atop the Universal Content Management, rather than its own separate repository.


COLD/ERMOracle Imaging and Process Management (formerly Optika Acorde Context) provides some basic ERM/COLD capabilities, but this is not a strong point for Stellent. The report management facilities are limited to fairly basic file and image management, all via a rather dated user interface. For smaller firms or departmental use cases this may prove sufficient — but should you require the ERM system to output large volumes of statements and invoicing, or handle highly complex printstream conversions, then Stellent is unlikely to fulfill your requirements.



Information IntegrationGiven the transitional nature of the products, our analysis remains somewhat speculative here. The old Stellent products offered their own “Content Integration Suite” (CIS), a J2EE overlay that provides access to the Stellent API, effectively bridging to Content Server services using JCA (Java Connector Architecture). On the whole, though, Stellent is not known in the field for the breadth of complex integrations with other platforms and indeed is typically purchased as a fairly standalone environment.

Of course, all this changes under Oracle.


CollaborationOracle offers only basic document-centric collaboration facilities and though these may be enough for some, they fall short of many of their competitors’ offerings, particularly in the area of broader project-oriented collaboration. Oracle Collaboration Management is little more than a secure workspace, mainly for document sharing. Though it offers some simple threaded discussion, blog, subscription, and e-mail notification functions, this is not a particularly strong module in the Stellent product chest and many customers find the basic collaboration facilities in the other products suffice for their needs.Of note, here, though, is that Oracle is one of the few vendors that offers a full-blown wiki (Figure 6), albeit one built into its WCM products. The wiki is relatively easy to set up and configure, and although tied into Stellent’s core content services (access control, workflow, classification), it looks and behaves like a “real” wiki.




Web Content ManagementWhen you combine the various product modules that make up the Oracle Web Content Management solution, the breadth of capabilities is reasonably impressive. Oracle does not have the deep API of Documentum or the extensibility of Vignette, but its products are more feature-rich out of the box and easier to modify. The company has traditionally understood web teams and web publishing better than all but a handful of vendors in this report.Contributors log in to “Site Studio” (confusingly now branded as 10gR4, even though the rest of the UCM pieces come under 10gR3) for content delivery, multisite management, as well as templating, in-context editing, and other editorial services. (Site Studio is similar to, but a predecessor of, Interwoven’s LiveSite.) Site Studio really refers to three different client apps:

• Site Studio Manager – Allows for various site management capabilities, including WYSIWYG component configuration and traffic analysis

• Site Studio Contributor – The main authoring and editing environment• Site Studio Designer – A somewhat inelegant-feeling (if functional) development

environment in which site designers can create and design websites and tweak site artifacts (which includes defining page templates, setting up editable page regions, and making various associations between regions and elements)

Connection Server (which was originally a syndication product obtained when Stellent acquired Kinecta) serves as the deployment mechanism, to deliver XML, form data, and

Figure 6. Stellent is one of the few ECM vendors to have built a complete wiki module off its core repository.



rendered HTML to a web application. If you want to deploy static content only, Oracle has a Site Studio Publishing Utility just for that.

More in full report..

Figure 7. An XML “project file” tracks dependencies among content objects. Oracle advises that you never hand edit this file (fortunately, there are other UIs). We strongly agree.

Figure 8. Site Studio Manager allows non-technical editors to add new site sections, including applying friendly URLs.



Core Technologies

ArchitectureThe core UCM repository comes in four parts:

• The content vault, built atop the file system (Content can also be stored in the database or file server. This is a configurable option)

• A relational database to manage metadata and the system itself• An index of content and metadata that allows for search without touching the first two

pieces• An optional consumption repository that stores approved content (e.g., for web visitor

access)Note that, like Documentum, UCM employs a proprietary repository. Content Server stores content directly on the file server.


Application DevelopmentLike most of its competitors, Oracle offers a variety of APIs, including Java, JSP, COM, and .NET...


UsabilityUCM enjoys a decent reputation for usability, but at times this is more a matter of comparison to the over-complexity of some of its rivals. Some customers welcome the emphasis on its Explorer-like look and feel, while others find it too simplistic and prone to too much clicking. It’s safe to conclude that the default Content Server interfaces have somewhat of a “techno” feel. Oracle has redressed this somewhat in the most recent version, providing some facilities for users to customize various screens, as well as simplifying its content preview interfaces (Figure 9). Moreover, developers can make provisions for specialized help and instruction fields (hidden or pop-up) with each element in the system to help guide casual contributors.

InternationalizationThe company has localized the user interface in French, German, Japanese,

Figure 9. Simple review.



Korean, Spanish, Brazilian Portuguese, Italian, Chinese (Simplified and Traditional), Dutch, Thai, and Arabic.

Integration with Legacy ApplicationsIn addition to the Siebel adapter for UCM for Siebel Files replacement and EBS adapter for I/PM. Some of the other productized integrations include:- SAPMicrosoft Business SolutionsReal Time Decisions- AutoVue- WebCenter Suite (WebCenter, WCI, & WLP) - content store for Oracle portal products.- BI Publisher- eBS and PeopleSoft, etc.You can also leverage some pre-configured code to connect to various Portal Suites, such as BEA and (especially) IBM, though you should never underestimate the custom effort that will still likely be required here.ERP Integration Suite 4.0 bundled with I/PM allows you to incorporate document and process controls of documents and images related to ERP transactions.

Vendor IntangiblesWhile everyone agrees that Stellent has historically had a very friendly culture, the company’s professional services organization could be a bit hit and miss. Outside particular verticals — such as local government, manufacturing, and financial services — Stellent’s professional services group did not have its strongest bearings. This was understandable given the company’s comparatively smaller size, but little consolation to a prospective licensee in, say, the legal sector. More generally, customers report that Stellent did not seem to collect and follow best practices about how its own tools should be architected. This isn’t a problem if the product works how you want more or less out-of-the-box. This is clearly the best scenario for any vendor. However...


Strategy & RoadmapStrategy and roadmaps are now set by Oracle, and their strategy is clearly to compete and preferably win in the ECM market. Oracle does not like second place and cannot tolerate third place in any market. Therefore, it is reasonable to demand big things from them — whether they deliver we can’t yet know. Clearly, the products’ new owners see major opportunities to integrate UCM into other Oracle platforms (e.g., Database, Fusion, and so forth), but you should recognize that those platforms themselves are undergoing substantial transitions. Oracle wants to upsell UCM into its already huge enterprise base of customers, and they (along with the Stellent installed base) will be the focus of attention over the next few years.




Services & ChannelsWhile Oracle products are supported by virtually all major global SIs and consultancies, the Stellent product set is less well known. In fact, Stellent had a reputation for not particularly wanting to work or play nicely with integrators, and with the exception of Accenture did not really have any major SIs on its roster (and even the partnership with Accenture was of questionable depth). As of recently, Stellent had declined to work with lower cost Indian offshore vendors. The adoption into the Oracle partner and support network will take some time to realize, as it will require considerable effort to train and educate this network.For now as a buyer, you can deal either directly with the old Stellent team or a more general Oracle sales person — the key thing will be to ensure that any pre-sales work is undertaken by somebody within the organization that thoroughly understands ECM, not simply that Oracle has “one of these” on the price list.

Integration & PartnershipsOracle is, to a large degree, a one-stop shop, but it is also a large enough firm to work well with many of its rivals. As such, there is good integration into IBM and Microsoft products, while there is obvious tension with SAP. Though direct rivals in the business application world, at the infrastructure level many SAP deployments run on Oracle stacks. UCM has out-of-the-box integrations with SAP, Great Plains, PeopleSoft, and Oracle eBusiness Suite. UCM can integrate with standard Microsoft Office applications. There is an out-of-the-box Web Part for SharePoint.

Viability & StabilityOracle is one of the most viable and stable software companies around. It is cash rich and there is little chance of it falling off the map, and it is secure enough to sail through tough periods over a long stretch. To the extent that Oracle experiences instability, it is when it acquires other companies (such as Stellent) that overlap at least nominally with its existing product set. No one really knows whether Oracle has concluded its acquisitions in the ECM space yet. We predict some more smaller tactical acquisitions in the future.Moreover, the Stellent/Oracle ECM offering cannot be called stable as 2008 will continue to see major changes, not the least of which is product mergers. That said, our expectation is that Oracle will do as it has at PeopleSoft and Siebel and lose little time integrating the products. It is important to note that Oracle has the resources to do this at much faster speed than a niche vendor.

LicensingPricing for UCM is $115,000 plus another $25,300 per year for maintenance and support per processor. Oracle BPEL Process Manager is provided as a limited license as part of this bundling. This pricing is per CPU, although you can chose to purchase per seat at $2,300 per named user.



Usage Scenarios & VerticalsCurrently the best areas for the use of Stellent are in Regulatory Compliance, Enterprise Web Publishing, and Marketing Information Management.The high availability features and the ability to cluster and scale on the Oracle stack could make them a key player in the High-Volume Imaging markets — but they are not there yet by any stretch.In terms of industry orientation, Stellent had traditionally done well in Government, but Oracle will likely re-orient the product set to appeal to much larger enterprise buyers over time.

ConclusionAnalyst firms Gartner and Forrester lauded Universal Content Management (UCM) suite, while industry association AIIM panels voted UCM “best of show” in the ECM Suite category at recent annual conferences. And yet its customers do not laud (or disparage) the product with any greater vigor than licensees of competing products do. For buyers currently considering adding UCM to a short list of potential suppliers...


If you have hands-on experience with this product and wish to share your feedback, please write to us at [email protected]. All customer input is kept confidential.

Usage

Business ScenariosEnterprise Content Platform +High-Volume Imaging +Engineering Document Mgmt −Forms ProcessingRegulatory ComplianceCase Management −Workgroup Collaboration −Marketing Information MgmtTechnical Documentation −Enterprise Web Publishing

Industry OrientationHealth Care −GovernmentLegal / Professional ServicesEnergy −EducationLife Sciences / Pharma −Banking −Insurance −Manufacturing +Consumer GoodsMedia / Entertainment −

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mailto:[email protected]


Part 6 – Advice, Pitfalls, and Best Practices

Part 6 – Advice, Pitfalls, and Best Practices


Ten Common Pitfalls to Avoid (and Best Practices to Follow)

Throughout this process, you can take advantage of the lessons learned by those who went before you. Having led several ECM implementations and after debriefing dozens of practitioners, CMS Watch has seen much go wrong — and much go right. Here is a distillation of common pitfalls, along with best practices to follow to improve your likelihood of success.

Talk to ten software integrators and nine of them will tell you that the biggest single predictor of a failed implementation is when a company chooses a specific package before requirements have been adequately established. The second biggest predictor? A requirements phase that drags on because no unified business strategy exists against which tough choices can be tested and measured.When companies select ECM packages before they agree on business objectives and adequately plumb stakeholder needs, the technology inevitably ends up driving the system — the people, the business rules, the editorial processes, even the content itself — rather than the other way around. You’ve probably worked amid systems like that, and you probably didn’t like it.Perhaps more importantly, you will find along the way that you have critical forks in the road with important decisions to make. Do we force users to check in and out and use formal version controls, or do we try to hide and automate that as much as possible? Do we migrate our legacy content silos, or simply create loose search links to them? There are no simple answers to such questions, but a clear business rationale will help you make solid choices.

Pitfall 1 Best Practice

Selecting an ECM package before developing solid requirements and business case.

Gather thorough requirements —but only after establishing a business case to shape and discipline the process — then select a package that truly meets your needs.

The ECM Report 2009: Edition Comparison Sheet

The ECM Report 2009: Edition Comparison SheetReport Sections Enterprise Edition SMB / Departmental Edition

Product Evaluations (See price and purchase information, next page)ECM Suite Vendors:

Alfresco: Enterprise Content Management Autonomy Interwoven: ECM SolutionsEMC: Documentum 6.5 (D6)Hyland: OnBaseEVERTEAM: EverSuiteIBM: FileNet P8 4.0.1Microsoft: Microsoft Office SharePoint Server 2007 Nuxeo: Enterprise Platform Open Text: Livelink ECM SuiteOpen Text: Vignette: ECM SuiteOracle: Enterprise Content Management Suite 10gR3Xerox: DocuShare

ECM SpecialistsFormtek: OrionHP: TRIM Context Laserfiche: Information Access Platform KnowledgeTreeNewgen: Omni SuiteObjective: Objective Pitney Bowes Group 1 Software: OpenEDMSSaperion: Saperion ECMSpringCM: SpringCM Xythos Enterprise Document Management Suite

Capture/Imaging Solutions:ABBYY: FineReader AnyDocBrainware: IDC-Distiller EMC: CaptivaKofax: Ascent ReadSoft: DOCUMENTS

Total Evaluated 28 12

Front Matter• The business case for Enterprise Content

Management• Business scenarios for ECM suites• ECM dissected• Market overviewPitfalls and best practices in selecting, purchasing, and implementing systemsAppendices: Glossary, ECM Technology Standards

Enterprise Edition SMB / Departmental Edition


The ECM Report 2009: Edition Comparison Sheet

Pa te

PLA

GSI

BROrde(All pr

Pricing Information Enterprise Edition SMB / Departmental Edition

Which Edition? Buy the Enterprise Edition if you…

Buy the SMB / Departmental edition if you…

Suitability for your project• All amounts USD

• Have budgeted at least $300K for ECM software and services

• Are considering an ECM strategy that will span differing departments and processes

• May require advanced functionality, such as high-volume Imaging, BPM, COLD/ERM, or DAM technologies

• Have budgeted less than $300K to spend on document and records management software and services

• Have an ECM strategy that is focused on a specific business process or departmental need

• Are looking primarily to implement core document and record management functionality, or team collaboration spaces

Ordering(All prices USD)

• Immediate download with credit card (click here).• Authorized buyers may issue Purchase Order instead. Send to

[email protected].• Or call + 1 617 763 5336 (800 325 6190 in North America) with questions

or to place phone order.

Pricing Information (USD) Enterprise Edition SMB / Departmental Edition

Team Use• Up to 12 people in your firm

$2950.

Buy Online

$985.

Buy OnlineSite License• Corporate Intranet

$4500.

Buy Online

$1885.

Buy Online

Annual Subscriptions

ckage Research Channels

Analyst advisory time

Education Course Seats

Team Use (<=12 people)

Intranet SiLicense

TINUM ALL Research Channels

8 hours 24 $16,000 $20,000

OLD Any 6 6 hours 18 $12,000 $16,000

LVER Any 4 2 hours 12 $8,000 $12,000

ONZE Any 1 N/A 3 $3,500 $5,500

ringices USD)

Immediate download with credit card click here.• Authorized buyers may issue Purchase Order instead. Send to [email protected].• Or call + 1 617 763 5336 (800 325 6190 in North America) with questions or to place phone order.


http://www.cmswatch.com/ECM/Report/#buy









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