How to implement ECM?

Global best practices for implementing ECM

using the open methodology MIKE2

Implementation
Which 3 of these typical problems have affected your organizations
document or records management implementation?

Source:
AIIM ECM Survey
February, 2009
All respondents (284)

The MIKE2 Methodology

"MIKE2 (Method for an Integrated Knowledge

Environment) is an Open Source methodology for
Enterprise Information Management"
Source: mike2.openmethodology.org
Developed by BearingPoint, released as Open Source under Creative
Commons

Meant to be repeatable and deliver working systems

quickly, following trends in manufacturing and
commercial software development
Continuous improvement (Lean)
Repeating implementation cycles (Agile)
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MIKE2 Phases (description)

Phase 1 - Business assessment

Phase 2 - Technology assessment
Phase 3 - Information management roadmap
Phase 4 - Design increment
Phase 5 - Incremental development, testing, deployment
and improvement

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MIKE2 Phase 1

Source: http://mike2.openmethodology.org
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Conduct initial direction setting with sponsor

Sponsor needs to provide

insights
Difficult or impossible to
do everything at once
Scale of change
Nature of the impact to the
organisation
Cost

Scope can be defined

across a number of
dimensions
Geographic
Organisational
Legacy content
Information types
Information classes
Timescales

Prioritisation is key
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Programme charter: Overall approach

Should be developed in 3
stages

Environment: Develop
high-level descriptions of

Current-state

Organisational behaviours

The environment

ECM support organisation

structure
ECM processes & instruments

The principles & the future-state

Future-state
Produce initial model
Identify and consult stakeholders
across the organisation
Review and revise

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The WAY we use

the infrastructure

What we use the

infrastructure FOR

Defining organisational behaviours

Guidance & Protocols

Organisational behaviours

ECM Principles

ECM 'Best Practices'

Examples:
Duty to Share
Information as a Corporate
Resource
Collaborative Working

Examples:
Team-working across Functions
Re-using, not re-inventing
Proactive sharing of knowledge

Drive

ECM Procedures

ECM Rules
Examples:
Information must be stored in the
appropriate location
Information with corporate value
is stored to the ECM Repository

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reserved

Examples:
Procedure for requesting a new
Team Site
Procedure for declaring a record
to the ECM Repository

Drive

Organisational QuickScan for information

development
Analyses current-state of
organisation across
multiple facets to identify
the baseline for the
organisation
Aids in planning what it will take
to get to the future-state vision

Assessments
Application portfolio and
functionality
Information flow
Information delivery
Information maturity and
infrastructure maturity
Economic value of information
Information processes
People skills and organisational
structure

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Strategic business requirements

Establishes the overall set of strategic business

requirements (business case) that translate into high
level information requirements
Forms the basis for scoping the programme
Strategic business vision
Strategic critical success factors (CSFs)
Strategic key performance indicators (KPIs)
Strategic success measures
Strategic change drivers

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Strategic business vision

Defines what organisation wishes to achieve in the FutureState

Done by interviewing executives via scripts to capture
Business objectives
Competitive forces of concern
Differentiation and positioning statements
Major customers, buying habits and cycles
Major suppliers and incentives
Major competitors, substitutes and discriminators
Industry and historical supply chains
Success factors
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Business blueprint

Key deliverable of MIKE2

Final strategic analysis and synthesis of business
assessment work
Completes and formalises the business vision

Completion of business blueprint results in

Prioritised requirements
Programme plan
Business case
Programme blueprint

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Eat the elephant one bite at a time

Go for specific projects,

one at a time
Each project addresses
portion of ECM producing
business value
Start with something nutritious,
not small and convenient

Produce business case for

each of these projects
separately
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Prioritise requirements

Refines the strategic information requirements

Determines the sequence of projects
Strategic vs. tactical
Within scope and outside of scope

Ranking done via group workshops with executives who

provided initial feedback
With guidance of sponsor and stakeholders as appropriate
Focus is on business requirements, not technology requirements

Results in a list of work opportunities for the project

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Linking tactics to strategy

Drives
Contributes to

(Balanced scorecard)
Management /
executive board

Strategic
(C-level)
Operational
(Consequential impact)

Business area managers

Users / other
stakeholders

Tactical

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Business blueprint components

Arranged in key sections

Executive summary
High-level programme plan
Business case
Strategic case
Economic case
Funding case
Commercial case
Project management case
Future-state conceptual architecture
Appendix
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MIKE2 Phase 2

Source: http://mike2.openmethodology.org
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Technology assessment

Concentrates on the technical aspects of your strategy

Technology blueprint
Strategically ties the business requirements developed in Phase 1 to a
logical and physical information architecture

Completes the strategic programme blueprint

Defines the overall programme delivery plan that provides the starting point
for the continuous implementation phase
Refines the business requirements through ECM
Defines the technology architecture
Puts standards and technical infrastructure in place to support the software
development process
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Business drives technology

Phase 1 and 2 parallelism

Phase 1 deliverables must be completed before phase 2
can be completed
Specifically, phase 2 requires the following from phase 1 before a full
infrastructure can be prescribed:
Business vision
High-level business case
High-level information processes
Scope of key systems

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How to produce requirements: Overview

5 main stages
1. Plan
2. Gather
3. Analyse
4. Document
5. Agree

Some stages are iterative

and parts of entire process
can be iterative

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Conduct gap analysis of current-state and

future-state
Identify key gaps between current-state architecture and
future-state
Where will new capabilities be needed?
What are those requirements?

Becomes basis for RFP and vendor selection

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MIKE2 Governance model

Improved Governance and Operating Model

Source: http://mike2.openmethodology.org
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Why information governance?

Accountability for organisations information assets

Good governance
Ensures compliance with regulations and legislation
Enables productivity improvements
Enables organisation to respond to change and new opportunities
Helps information exchange with customers, partners and providers

Sustains good information management practices

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An information governance framework (IGF)

A sound IGF includes

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The role of ECM in information governance

ECM environment is
Key tool for Information Governance
Repository for corporate memory

ECM systems depend on creation and maintenance of

Content Management Instruments, including:
Reference data (taxonomy, thesaurus, etc.)
Metadata standard for information, including documents, records, and
websites etc.
Security and access classification scheme
Disposition schedules

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Continuous improvement
Compliance Framework
Detect

Respond

Audit

Investigation

Ombudsperson

Communication

Monitoring

Improvements
Employee discipline
Prevent
Risk assessments
Training
Policies & procedures
Executive commitment

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MIKE2 Phase 3 Roadmap

Roadmap

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Project roadmap overview

Project roadmap is the guide for the entire project

In each iteration of phase 3-5 however, it is the restricted guide for the
requirements and level of detail involved in a SINGLE iteration

Tasks
Define overall release functionality
Identify and prioritise project risks
Identify infrastructure dependencies
Identify design dependencies
Define acceptance procedures
Define detailed project plan

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Identify and prioritise project risks

With each iteration, re-examine risks for iteration and project as a whole
Risk

Likelihood Severity Mitigation

There is a risk to
schedule and
quality as
developers are
unfamiliar with
proposed
technology for the
project

Medium

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Severe

Have two key developers undergo

training.
Have a third party specialising in this
technology review high level designs
before coding starts.
Prototype first two function points
before the remainder of the code is
developed.

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MIKE2 Phase 3 Foundation activities

Software development readiness

Enterprise information
architecture
Taxonomy design
Metadata development
Solution architecture
definition/revision
Prototype the solution
architecture

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Foundation activities (1)

Focused on ensuring that the environment is ready and

that basic solution decisions have been made
Important to establish at the beginning of each design,
develop, deploy increment
Primarily focused on understanding information issues,
resolving these problems and defining target content
models
If not conducted first, other subsequent implementation
work is likely to fail
Source: http://mike2.openmethodology.org
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Foundation activities (2)

Technical and design foundations

Iterative
Risk assessment and management

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Taxonomic needs assessment

Cynefin framework

Source: Dave Snowden

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Developing a taxonomy

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MIKE2 Phase 4

Source: http://mike2.openmethodology.org
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Identify training and administration guide

requirements
Used to estimate training needs
Varies depending on complexity of the system, amount of change to the
organisation required and ability of users to absorb the material

Questions answered
What is the nature of the audience and the contexts they will be using the
ECM environment?
Who will need the documentation, at what level, when and why?

Typical targets for training

Departmental users
System operators
Management
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Develop outlines for operational manuals

There will be multiple operational manuals, targeted at

the specific audiences identified
Typical examples
User procedures manual for specific business functions
Operations procedures manual for technical operations
Desk procedures how to do specific business jobs using the system

Tasks
1.Examine existing operational manuals for corporate standards
2.Determine satisfaction with existing manuals
3.Based on identified requirements, build outline, vet with audience
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Design backup and recovery procedures

If your solution is based on a single provider, single
repository - in a word, simple - fairly straightforward
Distributed, federated, integrated solutions exponentially more complex
Dirty secret of the ECM industry that backup and recovery is
exceedingly difficult
Multiple repositories, integration paths, databases, indices, linkages
between documents and repositories

Best approach
Closely work with solution provider and/or integrators to design and
verify backup and recovery will actually work

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uncertainty

Business value of prototyping

uncertainty decreases over time

Cumulative
business value

time

Source (top): Barry Boehm

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reserved

Source (bottom): Jeff Patton, www.agileproductdesign.com

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All users have raised expectations

Source: NetFlix

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reserved

Source: Apple iTunes Music Store

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MIKE2 Phase 5

Develop
Testing
Training

Deploy
Operate
Ongoing improvement

Closeout

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Develop user support documentation

Created to provide step-by-step documentation, with

appropriate screenshots, to illustrate an entire process
or task
Supplements any automated processes implemented within the system

Keep in mind how documentation is intended to be used

in YOUR environment
Stand-alone reference manual
Basis for live or on-demand training
Develop at level of detail necessary for final use

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Develop operations support guides

Introduction
Document distribution list
Document change process
Application overview
Production environment
Production architecture overview
Production environment components
Application servers
Web servers, etc.
Security
Server security configurations
Security log reviews
Guidelines for access
Account administration
Data centre procedures
Startup/shutdown

Job scheduling
Monitoring & logging
Load balancing
Problem management
Change management
Vendor management
Backup/restore procedures for application
components
System maintenance
Print services
Failure
Appendix A - User account setup process &
access rights
Appendix B - Service level agreements
Appendix C - Contact matrix
Appendix D - Software versions list

Source: http://mike2.openmethodology.org/wiki/Operations_Procedure_Outline_Deliverable_Template
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Technology backplane development

Making this available as soon as possible is critical for the

development of ECM system
Provides developer ready environment to build and test system based on
work done in foundation activities and design
Acquisition and training of developers was covered in phase 4

Tasks
Implement target repository
Develop content interface components
Develop process/automation components
Develop metadata management integration
Develop infrastructure management processes
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User testing

Pilots and model offices are popular approaches

Refine design and implementation of new ecm-enabled environment by
directly involving users

Pilot approach
Trial of draft proposed environment
Uses a small subset of users
Usually in their normal working environment

Model office approach

More of a laboratory environment - somewhat rare
Typically used to get it right, before moving to a pilot
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Model offices & pilot: Benefits

Technical evaluation
1. Functional testing
2. System integration testing
(SIT)
3. End-to-end testing (E2E)
4. Stress and volume testing
(SVT)

Functionality evaluation

Does it do all that is specified

and required?

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Finalise environment
Ensure all aspects of
environment are defined
Establish and freeze a
configuration for roll-out

Training development
Develop and assess training
materials and methods
Train the trainers, help desk staff,
floor-walkers
etc.

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Production deployment

Post-pilot and/or model office work, the environment

finally reaches a deployment-ready state
Final steps for deployment involved finalising how the
solution will be deployed technically for production use
Tasks
1. Define distribution and installation method
2. Deploy baseline production environment
3. Deploy software to production

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Deploy software to production

Solution is ready to be released into production, with

final evaluation and launch of the solution to the target
communities
Production and operation procedures should be up and
running alongside the infrastructure itself

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Evaluation and launch

Post technical deployment is the final evaluation,

scheduled launch and post-launch verification and
support
Transfers operations and support from the
development/project team to operations personnel for
solution moving forward
Contingency plans for any issues in final testing and
launch should be in place and ready to activate, should
any severe issues be identified
Validates that system is truly ready for rollout
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Training feedback loop

Collect feedback
At the time
And later

Review, learn and improve

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Importance of change readiness assessment

Organisational change will always appear threatening

People think of job security
Some enterprises more freely disseminate information regarding change
and strategy than others

You need to assess your enterprises readiness to change

Readiness of management and the workers affected by the change
How technology is used (or not) within the organisation

QuickScans and early assessments of Phase 1 provide

diagnostic tools, while this module is focused on enabling
necessary change
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Best practices for implementing change

Change needs to be managed, but there are many
different methods for this
However, these methods share common themes

Most important theme: change occurs in the context of

the enterprises natural and recognised capabilities
All successful models
Address all elements of change
Provide a process for introducing change
Address critical success factors

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Creating user wins

Early wins create a Yes environment

Wins should be promoted widely

Leverage existing and new super users

Wins should be clear cut
Not open to interpretation

Wins should bring benefits to all

Wins should appear to come easily
Even a big bang approach can be delivered
via a series of smaller wins
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AIIM ECM Specialist and Master Program

- learn how to impl. ECM

www.aiim.org/training
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