Enterprise Content Management: Building a Collaborative Framework

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Enterprise Content ManagementBuilding a
Collaborative Framework

• 32nd Meeting of the Section of International
  Organizations, International Council on Archives
• Thessaloniki, Greece
• September 27, 2006
• Donna S. Canestraro

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

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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

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Our Focus and Partners
University
Government
Business
Management
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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.
• Association for Information and Image Management.
  2006

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• 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.

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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
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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.

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Innovation

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

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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.

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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

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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

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Four Challenges to Enterprise Transformation
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Four Challenges

• Complexity
• Information quality and availability
• End-to-end performance
• Integration

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Challenge 1 Complexity
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Complexity challenges

• Embeddedness
• Risk
• Differences among professions and roles
• Centralized vs. decentralized vs. distributed
  ways of working

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Layers of complexity
Policy, program economic context
Organizational setting
Tools
Work processes practices
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Professions, roles, and relationships

• Policy makers
• Subject matter experts
• Technology experts
• Administrative experts
• Operational experts
• Customers
• Partners and suppliers
• Overseers

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Challenge 2 Information
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Data challenges

• Information policies and philosophies
• Fitness for use

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Countervailing information policy principles
Stewardship
Usefulness
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Quality fitness for use

• Accuracy
• Availability
• Context
• Definition
• Granularity
• Standardization
• Timeliness
• Metadata

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Challenge 3 End-to-end performance
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v.at
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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

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Challenge 4 Integration
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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

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Integration of what?

• Information
• Work processes
• Systems
• Perspectives
• Value propositions
• Money and other resources
• Cultures
• Missions
• Practices
• Professions

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

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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?

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Questions?

• Center for Technology in Government
• University at Albany
• www.ctg.albany.edu