Enterprise Content Management: Building a Collaborative Framework

1
Enterprise Content ManagementBuilding a
Collaborative Framework

• Theresa A. Pardo
• Donna S. Canestraro
• May 31, 2006 June 1, 2006
• United Nations
• New York, New York

2
Purpose

• Begin to develop the collaborative framework
  necessary for creating Enterprise Content
  Management (ECM) capability at the United Nations

3
Workshop Agenda

• Day 1
• Welcome
• ECM in Context
• Enterprise Information Technology
• Innovation and Risk
• Business Analysis

• Day 2
• Components of a Collaborative Framework
• Capability Dimensions
• Action Plans

4
The Center for Technology in Government

• Work with government to develop well-informed
  strategies that foster innovation and enhance the
  quality and coordination of public services. . .
• . . . through applied research and partnership
  projects that address the policy, management, and
  technology dimensions of information use in the
  public sector

5
Our Focus and Partners
University
Government
Business
Management
6
Before the beginning analysis

• Opening Gateways
• Making Smart IT Choices
• Capability Assessment

7
(No Transcript)
8
Smart IT Choices as a Learning Loop

• Iterative analysis, evaluation, and design
• Continual reanalysis of the business problem
• And crafting of the business solution

9
Compensating Capabilities
Capabilities
Goals
10
Compensating Capabilities
The Initiative
Infrastructure
Policies
Leadership
Hardware
Knowledge

Capabilities
Goals
11
Compensating Capabilities
The Initiative
Collaboration
Infrastructure
Policies
Hardware
Leadership
Knowledge

Capabilities
Goals
12
Workshop participants

• Introduce yourself - name and position
• Identify one characteristic of an ideal
  Enterprise Content Management environment for the
  UN.

13
Four Challenges to Enterprise Transformation
14
What is transformation?

• Innovation?
• Creativity?
• Integration?
• Radical change?

15
Four Challenges

• Complexity
• Information quality and availability
• End-to-end performance
• Integration

16
Challenge 1 Complexity
17
Complexity challenges

• Embeddedness
• Risk
• Differences among professions and roles
• Centralized vs. decentralized vs. distributed
  ways of working

18
Layers of complexity
Policy, program economic context
Organizational setting
Tools
Work processes practices
19
Professions, roles, and relationships

• Policy makers
• Subject matter experts
• Technology experts
• Administrative experts
• Operational experts
• Customers
• Partners and suppliers
• Overseers

20
Decisions and actions

• Principles
• Trust
• Accountability
• Transparency
• Risk management

• Styles and Strategies
• Top-down
• Bottom-up
• Outside-in
• Center-out

21
Challenge 2 Information
22
Data challenges

• Information policies and philosophies
• Fitness for use

23
Countervailing information policy principles
Stewardship
Usefulness
24
Quality fitness for use

• Accuracy
• Availability
• Context
• Definition
• Granularity
• Standardization
• Timeliness
• Metadata

25
Challenge 3 End-to-end performance
peter.reichstaedter_at_cio.gv.at/Christian.Rupp_at_bka.g
v.at
26
End-to-end challenges

• Incomplete understanding of business processes
• Incomplete knowledge and appreciation of business
  practices at all points in a process
• Uneven interest and investment in the front and
  back offices

27
Challenge 4 Integration
28
Integration challenges

• Play out over time
• Across organizations
• Across levels functions within organizations
• Across governmental boundaries
• Across public, private, and nonprofit sectors
• Across many dimensions

29
Integration of what?

• Information
• Work processes
• Systems
• Perspectives
• Value propositions
• Money and other resources
• Cultures
• Missions
• Practices
• Professions

30
Meeting the challenges
Integration
End-to-end
Information
Complexity
31
Meeting the challenges
Integration
Governance and External Focus
End-to-end
Information
Complexity
32
Meeting the challenges
Emphasis on Use and Context
Integration
Governance and External Focus
End-to-end
Information
Complexity
33
Meeting the challenges
Process Thinking and Action
Emphasize Use and Context
Integration
Governance and External Focus
End-to-end
Information
Complexity
34
Meeting the challenges
Enterprise Principles and Relationships
Process Thinking and Action
Emphasize Use and Context
Integration
Governance and External Focus
End-to-end
Information
Complexity
35
Keep in mind...

• The challenges . . .
• are enduring
• are shaped and re-shaped by context
• represent requirements not stages
• can be approached separately, but are
  interdependent
• if met, the results support -- but do not
  guarantee -- transformation . . .

36
Management Challenges

• Understanding managing complexity
• Assumptions that simplify but are wrong
• Contrary incentives
• Competing values
• Unrealistic goals, time frames, funding

37
Innovation and Risk
38
Innovation

• An idea or behavior perceived as new to the
  individual or adopting organization.
• Rogers, 1972, Kanter, 1983, Damanpour, 1996

39
Innovation and Risk

• Innovation characteristics interact with
  organizational characteristics
• Uncertainty results from the lack of adequate
  knowledge about the interaction
• Risk results from uncertainties about the
  consequences of change efforts

40
Pressure to act

• Experience shows that when the pressure to act
  exceeds the ability to understand the
  consequences of action, the risk of failure soars.

41
Why is innovation so risky?
42
The all-important what and why
Stakeholders
Mission
Customers
Trends
43
The human organizational who
Staff Structure Funding Facilities
44
How work is done
Processes Methods Practices Rules Traditions
45
Which tools will do it?
Technology
46
Layers of complexity
Policy, program economic context
Organizational setting
Tools
Work processes practices
47
IT Failure Statistics - a variety

• 50 of information systems are failures
• IS success rates are as low as 30
• 80 of data warehousing projects fail
• 80 of ERP projects fail
• 80 of CRM projects fail

48
What constitutes failure?

• One organization designed a system with 47 less
  functionality than the original system and they
  call this progress?
• Two-thirds of all initial data warehousing
  efforts fail (Kelly, 1997)
• One company spent five years and 15 million on
  its repository, only to see it sit dormant
  because of dirty data
• 50-80 of data warehousing projects fail
• Within the private sector, 60 of information
  systems fail only 10 are due to technical
  factors (Birkson Gutek, 1984)

49
Sources of risk

• Failure to understand context
• Initial (or most) focus on technology instead of
  work processes and goals
• Underestimating complexity
• Ignoring variation and diversity
• Using command models of leadership
• Inadequate amounts kinds of communication
• Lack of trust (and trustworthiness)
• Lack of constituency

50
Exercise

• Success and Failure Factors

51
Service Objective
52
Service ObjectiveWhat is it?

• A clear statement of project beneficiaries and
  goals.

53
A Service ObjectiveWhy use it?

• Reaching agreement on intent
• Developing common language
• Creating a foundation for future action

54
A Service Objective

• To provide (who) with (what) that allows
• them to (action) so that (outcomes).

55
Service Objective Development
NYS Division of Housing and Community
Renewal Agency Mission Make New York State a
better place to live by supporting community
efforts to preserve and expand affordable
housing, home ownership and economic
opportunities, and by providing equal access to
safe, decent and affordable housing. Problem
growing inability to respond in a timely manner
to requests for information about the Agency.
56
Revise, Revise, Revise!

• ...to respond in a timely manner to requests for
  information about Agency programs
• To provide the public with access to information
  about Housing management, development, and rent
  administration programs.
• To provide the public with 24 X 7, on-line
  access to information about Housing management,
  development, and rent administration programs
  that allows them to identify housing alternatives
  so that they can secure safe, decent affordable
  housing.

57
Exercise

• Service Objective

58
Stakeholder Analysis
59
Stakeholder AnalysisWhat is It?

• Structured examination of the relationships
  between a proposed project and key players in the
  environment.

60
Stakeholder AnalysisWhy Do It?

• Understanding the internal and external
  environment of an organization or project
• Understanding the differences among stakeholder
  groups
• Specifying the possible results of a project
• Estimating impacts on stakeholders
• Matching stakeholders with results
• Managing divergent stakeholder interests

61
What is a Stakeholder?

• A stakeholder in an organization is (by its
  definition) any group or individual who can
  affect or is affected by the achievement of the
  organization's objective. (Freeman, 1984, 46)

62
Identifying Stakeholders

• Organizations or government agencies that will be
  impacted by the project
• Intermediaries to the project
• All users who may be negatively affected by the
  project

• All users who are affected by the project
• Special interest groups impacted by the project
• Advocates of the project
• Direct customers of the project
• Indirect customers of the project

63
Exercise

• Identifying Stakeholders

64
Not All Stakeholders Are Equal
Power
Legitimacy
Urgency
65
Stakeholder AnalysisPositioning Chart

• Shows relationships among people, groups, or
  other elements of a problem terms of their
  positions.

66
Cooperation versus Obstruction

• Who is likely to collaborate and cooperate in the
  project?
• Who is likely to obstruct and threaten the
  project ?

The Blair Whitehead Diagnostic Topology (1988)
Potential Threat
HIGH
LOW
HIGH
Type 1 Supportive Strategy INVOLVE
Type 4 Mixed Blessing Strategy COLLABORATE
Potential Collaboration
Type 2 Marginal Strategy MONITOR
Type 3 Non-supportive Strategy DEFEND
LOW
67
Stakeholder AnalysisPositioning Chart - Why use
it?

• Understanding potential influences
• Communication

68
Stakeholder AnalysisPositioning Chart -
Limitations

• Somewhat arbitrary process
• Oversimplify relationships

69
Exercise

• Analyzing Stakeholders

70
Meeting the challenges
Enterprise Principles and Relationships
Process Thinking and Action
Emphasize Use and Context
Integration
Governance and External Focus
End-to-end
Information
Complexity
71
(No Transcript)