1. business and industrial
2. business operations
3. management
4. business process

How to Get “There” from “Here”:
How to Integrate the New “Systems of Engagement”
into Your Information Governance and ECM Strategy
Richard Medina and Anna DeLuna, Doculabs
ARMA Central Iowa Chapter Spring Seminar
May 15, 2014
1.
Developing a Successful Strategy: How to incrementally
and effectively include mobile, social media, and cloud
technologies in your RM and information governance
strategy
2.
Implementing the Strategy: How to model, plan, and
manage your current state, future state, and road-map
3.
Draining the Swamp: How to plan and perform defensible
disposition on the “swamp” of over-retained electronically
stored information
4.
Using the Right Tools: Which applications, capabilities, and
types of solutions to pursue, and how to deploy them
Today’s Program Agenda
Part 4:
Using the Right Tools
Richard Medina and Anna DeLuna, Doculabs
ARMA Central Iowa Chapter Spring Seminar
May 15, 2014
1. How to Collect and Analyze the
Relevant Information for your ECM
Strategy
2. How to Evaluate and Select the Right
Solutions
3. Next Steps
Agenda
Assess Your Needs
• Objective: collect data for defining requirements,
document the current operation and problems
– Provides data and premises for conclusions
– Provides information for solution providers (vendors,
integrators)
– Evidence of due diligence
– Ensures participation and buy-in
© Doculabs, Inc. 2014
5
Needs Assessment
• How to do it
– Look at data, documents, processes, tools, users, workflows
(use maps)
– Use existing documentation, surveys, interviews, walkthroughs
– Don’t beg the fundamental questions
• Who to interview
– Senior management, IT, LOB, other affected parties
– Both internal and external, from top to bottom
– Collect appropriate information from each player and role
© Doculabs, Inc. 2014
6
Needs Assessment
• What you’re looking for
– Capture the necessary and enabling conditions
– Identify current and future projects that may help or hinder
your initiative
– Look for “gotchas”
– Specific, idiosyncratic, project-stopping, perverse
requirements (wet signatures)
– Identify problems with current operation
• Both technological and non-technological
• Then get feedback and acceptance
– and move on!
© Doculabs, Inc. 2014
7
Define Your Requirements
• Define your organization’s requirements in terms of
these key factors:
–
–
–
–
–
© Doculabs, Inc. 2014
Business requirements
Resource requirements
Application requirements
Technology requirements
Vendor requirements
8
1. Your Business Requirements
• Clarify and weight your
values
– What’s your desired benefitsto-pain (cost and risk) ratio?
– Determine how much cost
and risk you are willing to
suffer to attain your desired
benefits
– Risk = probability of failure
– Benefits = your objectives
(see next bullet)
© Doculabs, Inc. 2014
9
• Clarify and weight your
objectives
– Operational efficiency
• Reduce operational costs
• Improve productivity
– Risk reduction
• Comply with regulations
• Reduce cost and risk of
litigation
• Ensure continuity
– IT consolidation
• Consolidate IT resources
• Strategically enable IT
– … and a few others
2. Your Resource Requirements
• These are the limited or
available resources necessary
for total initiative
• Include IT, LOB business
units, other organizational
areas
• Include the initiative
lifecycle:
– acquire, develop, deploy,
administer, train, use, support,
maintain, migrate
© Doculabs, Inc. 2014
10
• Include all resource types:
– time, expertise, people,
funding
• It will result in clearer
understanding of
acceptable pain (costs and
risks) vs. benefits
– The joy graph
3. Your Application Requirements
11
• These include functionality and capabilities
• Really only category that changes
– Ordinarily your business, resource, technology, and vendor requirements
remain the same whether you’re implementing ECM, CRM, etc.
• Analyze your requirements by the three basic kinds of users:
– Coordinators
– Contributors
– Consumers
© Doculabs, Inc. 2014
ECM Capabilities, Functional Requirements, and an ECM ERA
ECM Presentation
Capture
E-forms
User Interface
Process and Collaboration
Collaboration
Enterprise Search
© Doculabs, Inc. 2014
Workflow
Process Automation
Content Middleware
Taxonomy
Management
Document Comp/
Publishing
Document Security
Information Rights
Management
E-discovery
Document Exchange
Integration
Digital Signatures
Document
Management
Repository Management
Document Image
Management
Web Content
Management
Digital Asset
Management
Technical Doc
Management
Output/Report
Management
Records
Management
Email Management
Storage
12
4. Your Technology Requirements
• The criteria related to your current and future IT infrastructure
and environment
• Architecture and standards
• “Plumbing” capabilities
– Scalability, integration, performance, reliability, security
• Development requirements
– Flexibility vs. complexity
– Prototype paralysis
© Doculabs, Inc. 2014
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5. Your Vendor Requirements
• Appropriateness of the vendor for your users and applications
– Stability
– Strategy
– Support
© Doculabs, Inc. 2014
14
14
1. How to Collect and Analyze the
Relevant Information for your ECM
Strategy
2. How to Evaluate and Select the Right
Solutions
3. Next Steps
Agenda
Solution Selection
• Objective: Narrow your long list to a short list of candidate
solutions, then select solution your solution
– Do a vendor-requirements matrix
– Compile long list, short list
© Doculabs, Inc. 2014
16
Role of Request for Proposal (RFP)
• Can be an effective part of process
– Secures early vendor involvement, helps screening process, cuts time,
serves as an effective bargaining tool
– Very effective integrator assessment tool
– Focus on key requirements
• Avoid these:
– Funding the vendor’s R&D, integrators selling their products, regional
deficiencies
• Look for these:
– Provides solution and support, strong vendor-integrator relationship,
depth on the bench
© Doculabs, Inc. 2014
17
17
Prototype or Pilot
• Part of vendor selection or post-selection gap analysis
• Reality check; absolutely essential
• Helps achieve organizational and user acceptance, training, and
comfort
• Your leverage with the vendor and integrator will never be
higher
© Doculabs, Inc. 2014
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Criteria for Prototype or Pilot
• Relatively high degree of visibility
– Decision-makers will see the value of automation
• Relatively high degree of value
– It can speed up decisions based on these documents
• Relatively low risk
– At worst, the process will remain paper-based and manual
• Provides a clear method of comparing the primary advantages
of implementation
© Doculabs, Inc. 2014
19
19
Gartner ECM “Magic Quadrant” (MQ): 2012 and 2013
2012
© Doculabs, Inc. 2014
2013
20
MQ Vendors
MQ Leaders
1. IBM
2. EMC
3. OpenText
4. Microsoft
5. Hyland
6. Perceptive
MQ Visionaries
1. Xerox
2. Alfresco
MQ Challengers
1. Oracle
21
MQ Niche Players
1. Laserfiche
2. HP
3. Newgen Software Technologies (India)
4. Fabasoft (Austria)
5. Saperion (Germany)
6. Objective (Australia)
7. SpringCM
8. Systemware
9. Ever Team (France)
10. Software Innovation (Norway)
11. Unisys
12. SunGard
13. Siav (Italy)
Non-MQ Relevant Vendors
1. DocuLynx
2. ?
© Doculabs, Inc. 2014
1. How to Collect and Analyze the
Relevant Information for your ECM
Strategy
2. How to Evaluate and Select the Right
Solutions
3. Next Steps
Agenda
1.
Developing a Successful Strategy: How to incrementally
and effectively include mobile, social media, and cloud
technologies in your RM and information governance
strategy
2.
Implementing the Strategy: How to model, plan, and
manage your current state, future state, and roadmap
3.
Draining the Swamp: How to plan and perform defensible
disposition on the “swamp” of over-retained electronically
stored information
4.
Using the Right Tools: Which applications, capabilities, and
types of solutions to pursue, and how to deploy them
Today’s Program Agenda
Rich Medina
312-953-9983
[email protected]
Anna DeLuna
312-881-1617
[email protected]
Thank You
Doculabs, Inc.
(312) 433-7793