WORKING THE ITRIM RELATIONSHIP

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WORKING THE IT/RIM RELATIONSHIP Helen
Streck Records Management Consultant Shook, Hardy
Bacon LLP
April 16, 2009
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• Anybody who tells you that a relationship does
  not require work
• is not in one

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Agenda

• Speaker Introduction
• Where are Organizations Today?
• Bringing RIM to the Table
• Driving Forces, Risks, Success Factors
• RIMs Value to IT
• Types of Working Relationships
• Value Achieved for the Organization
• In Summary

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Introduction

• RIM Professional for 23 years
• 7 years consulting experience
• Developed programs for a variety of industries
• Developed Business Cases
• Records Management Software
• Legal Hold Software
• Document Management Systems
• Developed business processes to support e-records
  archiving, system decommissioning, electronic
  processes for legal hold creation/distribution
• Worked on governance for addressing abandoned data

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Where are Organizations Today?
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Eliminating Dissatisfaction
Bring RIM into the discussion at the design of a
system. RIM need to learn and become
familiar with the technology options available
and how they will impact compliance.

• Systems are not functioning they way the
  business thought it would.
• The business group is still obligated to meet
  compliance issues and after build there is no
  easy way to comply.
• Adding controls when there is gigabytes,
  terabytes or pedabytes of data is extremely
  difficult

Solution
RIM controls not designed into the build out.
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Bringing RIM to the Table

• What is RIM?
• Systematic controls - Process
• Lifecycle - Retention
• Classification/Taxonomies
• Access Rights - Security rules
• Privacy mandates - Litigation demands
• What is the value to IT in applying this controls

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Importance of Both at the Table

• Why do I need to see all sides of an issue?
• There can be competing requirements.
• Laws are written years after the technology may
  have been implemented.
• Rules can be written that technology can NOT
  apply or automate.
• Uncontrolled growth.
• Increased costs and risks.
• Increased litigation exposure.

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Current Driving Forces, Risks and Success Factors
Current Drivers
Risk/Impact
Success Factors
Information classification and metadata
governance models.
Growth in electronic information volume increases
complexity of managing, finding, and using
information
More and more information is only in electronic
format.
E-information needed for litigation and retention
for global companies may not be accessible for
long periods of time.
Information retention requirements outlast
technology solutions.
Realistic retention requirements and
categorization that is consistently enforced.
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Current Driving Forces, Risks and Success Factors
Current Drivers
Risk/Impact
Success Factors
Information security has the appropriate controls
and information security classification is
clearly defined.
Increased likelihood that intellectual capital is
lost.
Increased litigation to defend patents and income.
Enterprise search tools applied.
Increased need for legal teams across the globe
as well as discovery teams to process more and
more information increasing costs.
Increased litigation around the globe with
varying rules for privacy and access.
Surgical approach to determining relevance.
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RIMs Value to IT

• Controls
• Define policy and retention
• Define access and classification standards
• Develop document hierarchy
• Combine glossary of terms into a single language
  for the organization
• Processes
• Translate policies, requirements and laws into
  business processes
• Translate business processes into functional
  requirements
• Advise the business on process changes for
  improved technology efficiencies

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Types of Relationships

• What we are NOT talking about
• Weddings
• Holiday Events
• Going to each others homes
• Agreeing all the time
• Attending childrens functions

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IT/RIM Relationships Needed

• Business partnerships
• Committee cross-memberships
• Advisory relationships
• Champion each others value and projects
• Align projects, values, and goals
• Define/confirm functional requirements and
  translate to technical requirements
• Test and refine RIM governance models and
  structures
• Education and Training

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IT/RIM Relationships That Exist

• Policy, Standards, SOPs
• Records Retention Schedules
• Common Glossary and Document Hierarchy Structure
• Distinguishing Archives from Backups

Constructing the Governance

Developing Workflows and Processes

• Information workflows for DMS
• Processes for E-Records Archiving System
  Decommissioning
• Terminated Staff Information for Discovery
• Training and Educating Staff Members

• Designing systems that apply retention
  requirements
• Designing and implementing a records management
  system
• Applying the processes designed systematically
  and appropriately across organization

Applying Rules and Requirements to Technology

• Discovery Teams (Law, RIM and IT)
• Technology Implementation teams (Business Unit,
  RIM and IT)
• Developing RFP and evaluating vendors
• Applying requirements to existing
  systems/processes (Bus., IT, Legal, Compliance
  RIM)

Participating on Teams
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In Summary

• Successful RIM projects need IT
• Successful IT projects need RIM
• Drivers and risks support a working relationship
  between RIM and IT
• Working the relationship includes being a team
  member and championing efforts
• Try looking at managing information from both
  sides, the view is different

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Questions
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