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 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 raised in each stage comments on the issues
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 Primary record is paper
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 maturity
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
Plan A National generic DMS
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 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 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 seats is hard Framing DM within a business initiative is good selling and good practice
Plan B Vertically integrated DMS
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 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 comment The importance of a business- driven agenda not technology not administrative red tape
Plan C Global standard DMS
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, 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 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 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 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 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 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 inaction, sequence
Plan E Business process development
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 scanning primary record is electronic
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 worlds
Conclusion Plans don’t end, they just change Keep moving through the maturity model
Panel discussion
Скачать презентацию EDMS business strategy David Brown IIM seminar 26
9e121f1709af24e00066c1c5991a8a9b.ppt