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EDMS business strategy David Brown IIM seminar 26 September 2006 EDMS business strategy David Brown IIM seminar 26 September 2006

Themes Strategy for local/global implementation Gaining senior management and staff support Technology alignment Politics Themes Strategy for local/global implementation Gaining senior management and staff support Technology alignment Politics of selling DM and RM The views expressed in this presentation are not necessarily those of my employer

Outline No general how-to rules Stages in the firm’s DMS story approach achievements issues Outline No general how-to rules Stages in the firm’s DMS story approach achievements issues raised in each stage comments on the issues

Political themes EDMS protagonists and their environment are not neutral A struggle to sell Political themes EDMS protagonists and their environment are not neutral A struggle to sell a world-view in a crowded selling space Organisational ‘hypocrisy’ (Brunsson) Ritual and rationalism hard is soft; soft is hard Technology is people

About KPMG Audit, tax, advisory Documents are important Client information, KPMG actions and information About KPMG Audit, tax, advisory Documents are important Client information, KPMG actions and information Primary record is paper

Pre EDMS approach National document management framework 2 -3 years all offices, all divisions Pre EDMS approach National document management framework 2 -3 years all offices, all divisions paper files file servers

Pre EDMS achievements National DM framework Acceptance of DM as a business activity RM Pre EDMS achievements National DM framework Acceptance of DM as a business activity RM maturity

Pre EDMS issues Latent recognition of the significance of document management Opportunity to tap Pre EDMS issues Latent recognition of the significance of document management Opportunity to tap the effort that already goes into DM minimise sense of additional effort ‘doing X instead of Y’

Pre EDMS comment Records quality driven by professional practice Pre EDMS comment Records quality driven by professional practice

Plan A National generic DMS Plan A National generic DMS

Plan A approach Information sessions Functional requirements Product evaluation Risk management auspice Standard EDMS Plan A approach Information sessions Functional requirements Product evaluation Risk management auspice Standard EDMS implementation

Plan A achievements Management acceptance and awareness of DMS Recognition of the role of Plan A achievements Management acceptance and awareness of DMS Recognition of the role of DMS in mitigating risk Functional requirements But… the generic approach was trumped by a strong divisional initiative

Plan A issues Although things were going well with the generic approach, we were Plan A issues Although things were going well with the generic approach, we were glad to have a business initiative to hang the EDMS off

Plan A comment Getting top-level buy-in is relatively easy Getting action and bums on Plan A comment Getting top-level buy-in is relatively easy Getting action and bums on seats is hard Framing DM within a business initiative is good selling and good practice

Plan B Vertically integrated DMS Plan B Vertically integrated DMS

Plan B approach Single service line Focus on efficiency Full automated business process Workflow, Plan B approach Single service line Focus on efficiency Full automated business process Workflow, dashboards, wizards Detailed business process requirements

Plan B achievements Selection of a DMS application Executive approval of resources Recognition of Plan B achievements Selection of a DMS application Executive approval of resources Recognition of the role of DMS in delivering efficiency Understanding of business requirements But… our national project was trumped by a global initiative

Plan B issues Integration problems with another application in-house professional product off-line team-working tool Plan B issues Integration problems with another application in-house professional product off-line team-working tool

Plan B comment The importance of a business- driven agenda not technology not administrative Plan B comment The importance of a business- driven agenda not technology not administrative red tape

Plan C Global standard DMS Plan C Global standard DMS

Plan C approach A single global product standard Document management, content management, email journaling Plan C approach A single global product standard Document management, content management, email journaling and records management Rigorous selection process over 6 months and 3 continents Strong Australian involvement product assessment evaluation of workflow capability

Plan C achievements A single DMS product standard DM and RM only Support network, Plan C achievements A single DMS product standard DM and RM only Support network, shared experience Economies of scale Understanding the importance of workflow Our national initiative goes global

Plan C issues Global homogeneity and delay or local initiative, relevance and momentum Multiple Plan C issues Global homogeneity and delay or local initiative, relevance and momentum Multiple perspectives on DM Limitations of broad technology agendas Documentation as process rather than stuff Impact of the IT landscape Multifunctional EDM systems bump into other IT systems

Plan C comment Central projects tend to be more technology-driven Loss of business context Plan C comment Central projects tend to be more technology-driven Loss of business context Navigating multiple frames DM, RM, CM, WF IT agendas data frame Microsoft frames limitations of the RM frame — documentation as stuff

Plan D National generic DMS Plan D National generic DMS

Plan D approach Two-phased implementation firm-wide roll-out of generic DMS divisional business process improvement Plan D approach Two-phased implementation firm-wide roll-out of generic DMS divisional business process improvement program Limiting technology and change risks Strong change management e-mail pilot

Plan D planned achievements Greater staff awareness of their compliance responsibilities Improved sharing of Plan D planned achievements Greater staff awareness of their compliance responsibilities Improved sharing of information across the organisation Skills in using DMS Platform for business process improvement

Plan D issues Staff commitment to implementation Management commitment to planning, migrating, communicating and Plan D issues Staff commitment to implementation Management commitment to planning, migrating, communicating and training Conflicted role of DM Business owner of EDMS OR System deliverer

Comment Managing ‘hypocrisy’ (Brunsson) extending involvement in selling Communication is talk, silence, action and Comment Managing ‘hypocrisy’ (Brunsson) extending involvement in selling Communication is talk, silence, action and inaction, sequence

Plan E Business process development Plan E Business process development

Plan E approach Business-initiated projects using DMS workflow practice management system (SAP) Support with Plan E approach Business-initiated projects using DMS workflow practice management system (SAP) Support with business analysts Using phases to control scope Get the business to accept development risks

Plan E planned achievements Program of efficiency-driven initiatives In-house BPM capacity Electronic engagement files Plan E planned achievements Program of efficiency-driven initiatives In-house BPM capacity Electronic engagement files scanning primary record is electronic

Plan E issues Harnessing business initiative Decentralised management and resourcing EDMS just one of Plan E issues Harnessing business initiative Decentralised management and resourcing EDMS just one of a suite of applications

Plan E comment Avoiding technology-driven initiatives Avoiding technology language DM and EDMS are intersecting Plan E comment Avoiding technology-driven initiatives Avoiding technology language DM and EDMS are intersecting worlds

Conclusion Plans don’t end, they just change Keep moving through the maturity model Conclusion Plans don’t end, they just change Keep moving through the maturity model

Panel discussion Panel discussion