Post on 22-Mar-2017
ThinkDox LLC.
Laserfiche Empower 2016CON 302:
Goal Based Requirements: Bring UX to ECM
Christopher Wynder, Ph.DDirector of Client Services
ThinkDox, Inc.@ChrisW_thinkdox
chrisw@thinkdox.com
ThinkDox LLC.
Overview
What is shaping ECM and information management in
generalPreparing for successHow to ensure that you meet the
actual needs of the organization
ThinkDox LLC.
Market forces
What is shaping ECM and information management in
generalPreparing for successHow to ensure that you meet the
actual needs of the organization
ThinkDox LLC.
Burst
Lift
Mortar
Information management has fundamentally changed
Burn
FuelFinanceCom. P2P
Archive
Fire Control
AD/LDAP Firewall
Quarterly
reports
Mar
ket
rese
arch
Dept. reports
Pre-BYOD Today
Documents consist of information that is used for particular business processes. There is no requirement for documents to be maintained for any period of time.
Records are a subclass of documents that must be treated differently. Specifically, they must be maintained in a format that cannot be changed for a specific length of time.
Technology has mixed separated tasks
Users do not have “silo’ed” work days where they handle just records or handle just documents.
9am
DATE
?5pm
The average user’s day
ERP/CRM
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Current practices in information management are designed based on content control rather than
information movement
• Rigid organization-enforced taxonomy.
• Retention rules
• Disposition workflow
• Audit of deletion schedules
Capture Organize UseArchive or
retire
How it is generated does not matter in a
paper world. The physical artifact is “handed over”
Use is controlled
via ownership of artifact.
The junk drawer problem
Process and storage alignment = risk reduction
Before
R&DSalesCEOHRAfter R&DSales
CEO HR
A year later
Do we have any tape?
Someone needs to organize this!
That looks great…but where do I put my vacation request-is it HR or
department?
Do we have any tape?
I thought we organized this?!
Effective ERM is service driven:
• It is embedded into normal work
processes
• Provides time-savings to system
users
• Aligns with organization strategy
and goalsTHINKDOX LLC.
ThinkDox LLC.
Matching Org. goals to technical build
What is shaping ECM and information management in
generalPreparing for successHow to ensure that you meet the
actual needs of the organization
The days of separate information sources is over
Organization-owned content stores
Departmental controlledcontent stores
Your view of information storage
Individual corporate data
Individual personal data
DATE
?
End users vision of information
ERP/CRM
ERP/CRM
So what do “we” actually need
?THINKDOX LLC.
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Technical control is no longer enough you need a governance plan
DATE
Potential information sourcesWhat information is important long
term?
Most user’s spend their time making documents that will not be used or likely opened more than once.
Treat information like an asset.
Every asset has a lifecycle, process for using and way to track.
It really comes down to this:
If file X was deleted tomorrow would anyone care-or even notice?
CRM
All of these sources should be governed. Start with sources where there is a clear enterprise wide
mandate for expanding their use. e.g. Policies, time-off requests .
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This is a multi-project problem
Information risk and value
Enterprise wide policiesArchiving
Disposition, growth control
Archiving can be the driver for better governance but it cannot replace governance.
Information OrganizationBuild a taxonomy
Storage managementEnterprise wide storage control
through deletion
The key to controlling growth is translating management practices into governance policies
Management Governance Long term ROI
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Start with a firm understanding of the long term storage burden
Old files
12345
Last accessedYesterdayYesterdayYesterdayYesterday6 months
Yesterday1 month1 month2 years5 years
Last week1 month1 year2 years3 years
5 years
2 years
The key aspect of scoping the organization's requirements is understanding the long term burden.
Without a clear technical understanding of:
• What information sources need long term retention.• Who needs access to high risk information• What the back-up RTO VS RPO is for day-to-day
operations• What the regulatory overhead is on the information
in general
It is impossible to properly define requirements.
Or
Glacier
7 years
Generate a information lifecycle for different asset classes
Capture Organize Use Archive or retire
ECM lifecycle
User information
lifecycleGenerate Record Use Forget or
store
?
Organize Re-Organize
ECM works best when the information is
organized at capture
The un-asked question-”How do users get work done?”
This is key to how users expect to find documents
Users lack the tools to
appropriately archive content
Re-use leads to lots of local copies.
Dept. level
Balance strategy with reality
Org. level
System of interaction
System of record
Access control
Findability
Archive
Ad hoc/ Fileshare
Holistic planning for information management
Infrastructure planning
Requirement gathering
Implementation
Integrated retention and disposition schedules
Understanding trends in content generation
Information management strategy
Technological support for managing information
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ThinkDox LLC.
How people work is the key to requirements
9amDATE
?5pm
The average user’s day
How many different applications are they
using
How many times are they breaking compliance
ERP/CRM
Generate-How do users generate content-what are the filetypes,
what are the key applications
RecordWhere is the information from that content being
recorded? Office documents, applications
OrganizeWhat is the point of the content? Is the information being shared? Is it for revenue generation? Does it
need to be moved to other people?
When..is the information source used again. What do users
really need, what can you securely provide them.
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ECM
Idealized process
CRM
Add
Records
The reality of how records get updated
Add
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Reducing risk through user experience
What is shaping ECM and information management in
generalPreparing for successHow to ensure that you meet the
actual needs of the organization
ThinkDox LLC.
Incorporating user needs into requirements gathering
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Account for GROW-th by accepting the organic nature of information
An architect plans the design of information, brings structure to unstructured sources by enabling users to move through a "journey“.
Requires existing user compliance and understanding of information sources.
A gardener sets the parameters of access, provides a single point of entry to user needs by understanding that every user has multiple “journeys” that encompass their job.
Requires access control to key information sources to ensure user compliance.
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Refresh scheduleMix of content types
The Information GardenHarvest schedule
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The soil is the key. Each plot needs to be balanced for the crop
IT Efficiency
Risk Mitigation
Business Efficiency
The Soil is the platform for information movement.
(i.e. ECM or EIM)
The ECM provides the simplest platform to enable the various processes and information usage that the business requires.
Each “plot” is designed to enable personas based on information usage.
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Map the key user’s journey through information sources to understand their needs
• User journeys are maps of the steps in an activity.
• They represent a linear set of steps or tasks that a user must complete to complete an activity
• Essentially it is the same as process mapping that is done for BPM projects.
• Depending on the goal of the journey they may represent a daily activity or a multi-day activity.
• The key is that each IT service is broken down by application and storage points so that the dependencies can be mapped.
A/P
Case management
User Journey of a Sales department’s day
The goal of a user journey is break down activities into actionable steps.
Specifically we are looking to focus on order that data and users move between applications in a IT service.
Expect to need department level journey.
This exercise is difficult. Involve end users where possible as part of the exercise or build a best guess and have the appropriate managers critique the task list.
Check schedule
Follow-upConfirm PaymentSend order
Review order
Monitor action
Request internal action
Review fulfillment
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Map user journeys to IT resources to ensure success
Business facing
IT measureable
IT resources
IT service
Capacity
Applications
Business activities
People
Infrastructure
A IT service should reflect the business activities.
Business activities are rarely performed in a single application or storage location
Financial planning
Resource planning
The applications and storage points user need.
Expand the list to include back-end systems. These are the key capacity resources
ERP, “S drive”, excel
ATL Data center, local SAN, web service
Applications
Infrastructure
Example
Talk to users at multiple levels
Experiences: concerns, issues, goals Preferred outcome.
2 audits last year: Microsoft took 2 resources 3 weeks to pull together, HIPAA took 3 resources 7 weeks. HIPAA had several action items, worried next one will dig even deeper.
Data Accuracy: Track lifecycle to identify lost or stolen equipment; secure and track equipment flagged for disposal, manage process of data wipe, and environmentally safe disposal to secure data and meet regulatory requirements.Data Access: reduce time to respond to audits from 6 weeks to 1 hour.
Currently estimate depreciation based on formula of current spend in account 452 and 456, combined with previous years. Would like to be more exact.
Data Accuracy: Instantly accessible monthly reports that will provide a breakdown of commodity items vs. capital investments. This will include status and condition updates, write-offs, and lease returns.
Contracts under $50,000 are typically auto-renewed, or renewed through application owners. I don’t think anyone is really looking at them.
Contract rationalization to reduce cost overruns: Develop a process to review all contracts with a view to only renewing what is right for the infrastructure roadmap and user needs.
It takes 3 weeks to procure and distribute equipment for new users, so we often end up with new employees with no computer.
Process revisions: Provide better tracking for stocked inventory, improve process to approve, acquire, provision and distribute equipment and software to reduce times to 1 week.
Do Not underestimate the engagement planning at the requirements stage
Essentials of Change management
Over-explain the need for user involvement in the EIM project.
Provide feedback.
Schedule and keep to the schedule of feedback.
Nothing kills a ECM project faster than silence from the ECM team.
Communicate
Build collaborative partnerships with the business when shaping the changes in related processes; employee on-boarding, retire/fire, financial reporting.
Create a clear, shared vision between the key stakeholders and IT. Take everyone with you, develop a shared agenda.
Collaborate
Build confidence in the change – allocate time and resources for user testing and training.
Provide visible and active post rollout support. Get feedback, fix problems, and keep communication channels open.
Build Confidence
Focus on the three key tactics for success when implementing change: Communicate, Collaboration, and Confidence
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Building a team for success
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Keep the team dynamic and goal focused
Core objectives of an Information Governance Project Team: Strengthen data-driven decisions. i.e. add context Ensure information is consistently defined, and well
understood. Create trusted data as an enterprise asset. Improve the consistency of data use across an
enterprise.
Four categories of key stakeholders be kept aware- if not have direct involvement: Senior Management Legal Counsel Records Management Business Unit Representatives
Organize the project.
Manage deadlines
Influence governing policies
EIM projects often fail to get off the ground because they start too big. Consider a project that starts with:
The team should include senior executives in a governance and steering process.”
You will never get the CEO, CFO, CxO, [the Pope, the President, etc.] in a room together at the same time. They are too busy and are focused on bigger issues.
Expect to have to prove that an EIM solved a problem.
The Popes & Presidents Problem
Focus on the trends that the business cares about:
Business
Users
Information
Visibility into information contained within “content.”
Visibility into age, and changes in information.
Control of information access.
Control over ILM
Appropriate access without additional layers.
Reduce the technological barriers to collaboration.
Reduce risk of breach. Ease compliance reporting.
Provide a platform for expanding the types of assets that can be tracked.
Keep the team focused on the business goals-not the minutiae
The project team will be responsible for assigning information owner roles.
The success of the overall project is dependent on the passion of the team.
Match the roles of team members accordingly.
The team should not be independent or separate from the administration.
Ask for guidance, bounce ideas off of folks who have not been involved from the start.
Every organization has policies and unwritten rules.
Find them and write them down. These are the backbone of current governance processes
Spread “ownership” across members of the team based on their skill set not job description.
Provide dedicated “What-if” meeting time where internal experts can be brought into to shape the plan
Don’t reinvent the wheel- but document how it was built.
Ensure the team has awareness of business goals
?Archives and
back-upOld hardware
Hosted services
User acquired services
Communication
New content types
The explosion of content type means fragmentation of how information is share and
stored. The Information Governance committee’s definition of information should
be content type neutral.
Information Governance
Strategy
Measure the current state to define the path to success
Be tidy:Delete old data, lock down high risk data
Know what you have:Metadata, audit trails
Know how users work:Workflow, important info
sources
Savings from:
IT timeReporting time
Consolidated access control
Information handling projects of all sizes need to focus on user experience
• Start by determining how similar the key intra- and inter-departmental information movement patterns are. Do HR and finance (and IT for that matter) speak the same language.
• Organizations with limited department structure and a single organization-wide deployment for their system (user profiles, classifications work for HR, Finance, Clerks) should prioritize cross department processes.
• Where these needs diverge IT must carefully consider the compliance environment.
• Don’t forget about social. All organziations need to have policy and process for when public/marketing information and conversations move beyond “communication” to compliant or sales process.
Regulationsorganization-wide data
Similarities
Departmentaldata
Key considerations for ECM
Thank youHave questions or want a copy of the presentation:Email me: chrisw@thinkdox.com
Don’t want to email me:
See our websites presentation page http://thinkdox.com/news/white-papers-and-presentations/
We are on twitter and LinkedIn@Thinkdox@ChrisW_thinkdox
https://www.linkedin.com/company/thinkdox-inc-?trk=biz-companies-cym