Enterprise Content Management: Building a Collaborative Framework

1. Enterprise Content Management:Building a Collaborative Framework 32nd Meeting of the Section of International Organizations, International Council on Archives Thessaloniki, Greece September 27, 2006 Donna S. Canestraro

2. Enterprise Content Management (ECM) What it is, and what role do archivists and records managers play?

3. 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

4. Policy Technology Our Focus and Partners Government University Business Management

5. 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 organization’s unstructured information, wherever that information exists. • Association for Information and Image Management. 2006

7. “It's not enough to "manage" content. Of course, the ability to access the correct version of a document or record is important, but organizations must go further. Content must be managed so that it is used to achieve business goals. Central to this strategy are the tools and technologies of ECM, which manage the complete lifecycle of content, birth to death.”

8. Recognizing the quintessential underlying problems of e-government “What is technically possible may not be organizationally feasible or politically or socially desirable.” Advanced IT applications in government must integrate policies, processes, information, and technology.” Some Assembly Required: Building a Digital Government for the 21st Century Center for Technology in Government 1999

9. 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.

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

11. 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.

12. 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

13. 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

14. Four Challenges to Enterprise Transformation

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. Challenge #2: Information

21. Data challenges • Information policies and philosophies • Fitness for use

22. Countervailing information policy principles Stewardship Usefulness

23. Quality = fitness for use • Accuracy • Availability • Context • Definition • Granularity • Standardization • Timeliness • Metadata

24. Challenge #3: End-to-end performance peter.reichstaedter@cio.gv.at/Christian.Rupp@bka.gv.at

25. 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

26. Challenge #4: Integration

27. 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

28. Integration of what? • Information • Work processes • Systems • Perspectives • Value propositions • Money and other resources • Cultures • Missions • Practices • Professions

29. Meeting the challenges Integration End-to-end Information Complexity

30. Meeting the challenges Integration Governance and External Focus End-to-end Information Complexity

31. Meeting the challenges Emphasis on Use and Context Integration Governance and External Focus End-to-end Information Complexity

32. Meeting the challenges Process Thinking and Action Emphasize Use and Context Integration Governance and External Focus End-to-end Information Complexity

33. 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

34. Challenge for you • Where is your role in this discussion? • How does the concepts of ECM fit into your organizational structure? • What are the policy, organizational, management, and technology decisions that need to be discussed prior to implementation of an ECM for your organization?

35. Consider... • What is an ECM in your world? • What are the ideal characteristics of a ECM Governance body? • Who should be at the table within your organization participating in the discussion? • What are the archival implications?

36. Questions? Center for Technology in Government University at Albany www.ctg.albany.edu