Enterprise Content Management Building a Collaborative Framework

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Enterprise Content ManagementBuilding a
Collaborative Framework

• Theresa A. Pardo
• Donna S. Canestraro
• Day 2
• May 31, 2006 June 1, 2006
• United Nations
• New York, New York

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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
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Thursdays Agenda

• Review of Day 1
• Reflect on Ideal Characteristics of an ECM
• Levels of implementation
• modest moderate, elaborate
• decisions necessary for each level
• Ideal characteristics of a UN governance body to
  guide ECM decision making and planning
• Assessing capability to achieve this ideal

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Review of Day 1

• New knowledge from presentations, exercises and
  discussions

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ECM according to AIIM

• Enterprise Content Management (ECM) is comprised
  of the technologies used to capture, manage,
  store, preserve, and deliver content and
  documents related to organizational processes.
  ECM tools and strategies allow the management of
  an organizations unstructured information,
  wherever that information exists.
• AIIM 2006

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Modest, moderate, elaborate alternatives
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The alternatives we see analyzed - implementation
strategy
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Focus on solution alternatives first
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Levels of Implementation

• Opening Gateways - page 23
• Modest
• Moderate
• Elaborate

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MME Alternatives AnalysisWhat are they?

• Levels of choices to help outline the ranges of
  choices available
• Modest
• Moderate
• Elaborate

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MME Alternatives AnalysisWhat are they good for?

• Identifying features and functionality
• Characterizing benefits
• Beginning to identify choices that must or can be
  made
• Determining the basis for cost estimates

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MME Alternatives Analysis

• Specify features and functionality
• Start with modest as the baseline
• Characterize Moderate and Elaborate solutions

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MME Alternatives Analysis

• Consider benefits for each solution alternative
• cheaper
• faster
• better

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Illustrative Benefits

• Cheaper
• Reduce or avoid time spent on staff-supported
  information retrieval
• Faster
• Streamline internal processes for information
  acquisition, processing, and quality control.
• Better
• Create new innovative new services, new ways of
  using information

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Cheaper - Faster - Better
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Exercise

• Modest, Moderate, Elaborate

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Creating collaboration
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Governance

• The processes and institutions that guide and
  restrain a groups rational decision making for
  the exercise of power to achieve organizational
  objectives.

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Governance

• Institutions processes of decision making and
  conflict resolution capital available to the
  organization (human and physical) and
  organization objectives and organizational
  convention or rules in the form of rituals,
  social practices, and traditions that help guide
  organizational practices.

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Creating a Governance Structure

• Vision/mission
• Jurisdiction
• Authority and placement
• Role and responsibility
• Funding
• Staffing

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Committees - the workhorse of a governance body

• Types
• Standing - Executive, Operational and Technical
• Ad hoc - initiative specific, task specific
• Roles and Responsibilities
• Mission and tasks
• Decision-making power
• Ability to create temporary subcommittees and
  working groups

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Committees

• Membership
• Agencies and organizations represented
• Disciplines represented (IT, budget, executive)
• Internal positions (chair, vice-chair, secretary)
• Conditions of membership (elected or appointed)
• Operating Procedures
• Decision-making Processes
• Decision-making Criteria
• Conflict Resolution

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Funding and Staffing

• Funding
• No funding
• Existing agencies budgets
• External funding (state legislative, federal,
  other)
• Staffing - administrative staff provided by
• Existing agencies
• Assigned positions

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Exercise

• Ideal Characteristics of a ECM Governance Body

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A Framework for Capability Assessment

• Based on broad best practices research
• Combined Capability/Self Assessment approaches
• Adaptable to wide range of projects and
  situations
• Based on a social-technical approach

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Approaches to Assessment

• Self-Assessment and Accreditation
• Maturity and Developmental Models
• Multidimensional Models
• Achievement Testing

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Multidimensional Models

• College Admissions
• Health Examinations
• Accreditation
• Air Quality

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Compensating Capabilities
Capabilities
Goals
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Compensating Capabilities
The Problem
Capabilities
Goals
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Compensating Capabilities
Hardware
Knowledge

Capabilities
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Compensating Capabilities
The Problem
Infrastructure
Policies
Leadership
Hardware
Knowledge

Capabilities
Goals
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Compensating Capabilities
The Problem
Collaboration
Infrastructure
Policies
Hardware
Leadership
Knowledge

Capabilities
Goals
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Compensating Capabilities
The Problem
Champions
Collaboration
Leadership
Applications
Standards

Policies
Capabilities
Goals
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Dimensions of Capability

• Business model and architecture
• Collaboration ready
• Data assets and requirements
• Governance
• Information policies
• Leaders and champions
• Organizational compatibility
• Performance evaluation

• Project Management
• Resources
• Secure environment
• Stakeholder identification
• Strategic planning
• Technology acceptance
• Technology compatibility
• Technology knowledge

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Dimension Examples ...
Clearly defined, organized, empowered, and
active governance mechanism
Limited or no governance mechanism
No one acting effectively to lead champion
the initiative
Strong, effective leadership championing
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Basic Assumptions About Capability Assessment

• Should be Formative
• Should be Collective
• Should be Self-administered

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Assessment Issues

• Validity - check with experts, in testbeds,
  current practices research
• Reliability - use testing and research
• Feasibility - workshop reviews, testbed

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Cycle of Assessment Activities
Identify intended outcomes
Invest in the initiative
Current situation
Capability Assessment
Invest in enhanced capability
Tactical action planning
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Threatened by collaboration lack of resources
and support policies that discourage
collaboration no experience
Actively seek collaboration readily available
resources supportive policies
Step 1 - For each statement below, please circle
the letters to the right that best represent how
much you agree or disagree. As you think about
each statement, please use the space on the
following page next to that statement to describe
the evidence or experience your response is based
on.
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Evidence Records
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Step 1 - For each statement below, please circle
the letters to the right that best represent how
much you agree or disagree. As you think about
each statement, please use the space on the
following page next to that statement to describe
the evidence or experience your response is based
on.
H
H
M
H
L
H
H
H
M
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Interpreting the patterns and mark the dimensions
Threatened by collaboration lack of resources
and support policies that discourage
collaboration no experience
Actively seek collaboration readily available
resources supportive policies
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Capability Assessment

• Respond to subdimension statements
• Record evidence notes
• Record confidence levels
• Tally the results
• Interpret the patterns
• Mark the dimensions
• Combine and summarize results
• Use the results in planning and action

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Five phases of implementation

• Preliminary planning
• Authorization
• Operational planning
• Conducting the assessment
• Analyzing and using results

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Five phases of implementation

• Preliminary planning
• Core team adapt strategy to their own situation
• Authorization
• Operational planning
• Conducting the assessment
• Analyzing and using results

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Five phases of implementation

• Preliminary planning
• Authorization
• Prepare and present business case for formal
  commitment of resources and to change
• Operational planning
• Conducting the assessment
• Analyzing and using results

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Five phases of implementation

• Operational planning
• Who should participate?
• How will dimensions be assigned?
• What method will be used to review and combine
  ratings?
• Successive capability ratings
• Executive ratings
• Combined capability rating

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Successive Capability Ratings
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Five phases of implementation

• Preliminary planning
• Authorization
• Operational planning
• Conducting the assessment
• Surveys
• Group decision conferences
• Analyzing and using results

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Five phases of implementation

• Preliminary planning
• Authorization
• Operational planning
• Conducting the assessment
• Analyzing and using results
• Sticky dot method
• Weighting method
• Informing agency capability investments
• Informing enterprise capability investments

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Products of the Assessment

• Overall ratings on each dimension
• Identified areas for improvement
• Detailed knowledge of where the ratings come from
• Strategies for improvement
• Enhanced collaboration (perhaps)

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Assessing Capability with Selected Dimensions
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