The document provides an outline for an ECM Specialist course. The outline includes 10 sections: 1) Business Assessment, 2) Business Strategy & Blueprint, 3) Technology Assessment & Blueprint, 4) Governance, 5) Roadmap & Project Plan, 6) Foundation Activities, 7) Design, 8) Develop, Test, Train, 9) Deploy, Operate, Closeout, and 10) Change Management. The document also discusses 7 secrets to a successful ECM strategy, which include understanding your goals, viewing the strategy within a framework, getting off on the right foot by aligning stakeholders, identifying and engaging key players, defining an information governance structure, understanding that change has many dimensions, and maintaining a sense

1. 7 ECM Strategy Secrets

2. AIIM ECM Certificate Programme
ECM ECM ECM Case Study
Strategy Practitioner Specialist
© AIIM | All rights reserved 2

3. ECM Specialist Course Outline
1. Business 4. Governance 7. Design 10. Change
Assessment Management
2. Business 5. Roadmap & 8. Develop, Test,
Strategy & Project Plan Train
Blueprint
3. Technology 6. Foundation 9. Deploy,
Assessment & Activities Operate,
Blueprint Closeout
© AIIM | All rights reserved 3

4. © AIIM | All rights reserved

5. Secret #1
 Understand what you are trying to
accomplish.
© AIIM | All rights reserved 5

6. Poor information effectiveness
 On a scale of 1 to 10 (terrible to
excellent), rate the effectiveness of
your organisation in managing
information.
© AIIM | All rights reserved 6

7. Impact and perils of unmanaged content...
 Is the explosion of digital information making your
organisation more effective or less effective?
 Can your employees find information when they need it?
 Can your employees collaborate on projects no matter
where they are located in the world?
 Has your ability to document what your organisation did,
why you did it, who did it, and when they did it gotten
better or worse in the past 5 years?
 Can your customers find information when they need it?
© AIIM | All rights reserved 7

8. Creation outpaces management…
 Word, PowerPoint, Excel
files
 JPEGs, TIFFs
 E-mails with attachments
 Business system
documents
 …on the network on PCs,
on sticks, on phones, on
PDAs
© AIIM | All rights reserved 8

9. Resulting in: the enterprise content mess
9

10. ECM is not…
 A single technology
 A black box
 A miracle cure
 Easy
 At the most fundamental level, it is about
business and organizational processes, not just
technology—and that’s complicated.
© AIIM | All rights reserved 10

11. Strategic information alignment framework
Add value
Minimise Reduce
Risks Costs
Create New Reality
© AIIM | All rights reserved 11

12. Secret #2
 View your ECM strategy and
project within a discrete
framework.
© AIIM | All rights reserved 12

13. 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
© AIIM | All rights reserved 13

14. MIKE2: Phase 1
You are here
Source: http://mike2.openmethodology.org
© AIIM | All rights reserved 14
14

15. Secret #3
 Get off on the right foot.
© AIIM | All rights reserved 15

16. Aligning the project team
Sponsor/
Users IT
Stakeholders
Name Name Name
Title Title Title
Study Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name Name Name
Title Title Title
Pilot Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name Name Name
Title Title Title
Enterprise Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
Name
Title
© AIIM | All rights 16
reserved

17. Strategic mobilisation
 Begins any ECM project, by focusing on
strategy from the beginning with the
sponsor and key stakeholders
 Tasks to cover
© AIIM | All rights reserved 17

18. Secret #4
 Identify, understand and engage
the key players.
© AIIM | All rights reserved 18

19. Management
 Senior management
 Overall responsibility for success of the
organisation
 Provide resources for the programme
 Time, money, and staff
 Ensure programme aligns with business
needs and compliance requirements
© AIIM | All rights reserved 19

20. Management
 Business unit managers
 Responsible for the operational
efficiency of their areas
 Ensure the programme meets their
particular requirements
 Ensure that the programme can be
successful in their environment
© AIIM | All rights reserved 20

21. Legal
 Ensures that the organisation complies with
legal and regulatory requirements
 Responds to legal, regulatory, or audit-
related requests for information
 Scope includes ALL information in the organisation
 Will need to review policies and
instruments for legality
© AIIM | All rights reserved 21

22. Records managers
 Subject matter expert on records-related issues
 Creates records management instruments
 Provides guidance on classification schemes
 Performs administrative tasks relating to records
management
 Not all content requires the rigour of
“Records Management” however
© AIIM | All rights reserved 22

23. Librarians
 Trained professionals in Library Sciences can be
key allies and experts
 Corporate librarians that are “e-savvy” may hold
best skill set for classification and metadata
purposes
 Subject matter expert on classification in
broadest sense
 Can help to dramatically shorten metadata,
taxonomy and findability work timeline
© AIIM | All rights reserved 23

24. Information technology (IT)
 Assesses existing IT architecture
 Identifies technical requirements
 Identifies technical issues with policies
and procedures
 Installs and configures solutions
© AIIM | All rights reserved 24

25. End users
 Do the work of the organisation
 Will use the system to do that work
 Will create, access, and retrieve records
 If they do not like the system, they may not
use it
© AIIM | All rights reserved 25

26. ECM Specialist Course Outline
1. Business 4. Governance 7. Design 10. Change
Assessment Management
2. Business 5. Roadmap & 8. Develop, Test,
Strategy & Project Plan Train
Blueprint
3. Technology 6. Foundation 9. Deploy,
Assessment & Activities Operate,
Blueprint Closeout
© AIIM | All rights reserved 26

27. Secret #5
 Define and create a structure to
understand information
governance.
© AIIM | All rights reserved 27

28. Defining information goverance
 A set of formal and documented
policies, procedures and rules that
control how enterprise content will be
managed potentially across its entire
lifecycle, from the point of creation to
ultimate destruction.
© AIIM | All rights reserved 28

29. Basic information governance structure
 Standalone document
 Establishes policies, procedures and guidelines
 Statement of Purpose
 Naming conventions
 Records – who and how?
 Security
 Permitted/supported formats and tools
 Directory of all available information assets
© AIIM | All rights reserved 29

30. Localised information governance
 Localised governance
 Inherits all polices and procedures of
enterprise
 Possible exceptions
 Can follow same general format as the
enterprise document
© AIIM | All rights reserved 30

31. ECM Specialist Course Outline
1. Business 4. Governance 7. Design 10. Change
Assessment Management
2. Business 5. Roadmap & 8. Develop, Test,
Strategy & Project Plan Train
Blueprint
3. Technology 6. Foundation 9. Deploy,
Assessment & Activities Operate,
Blueprint Closeout
© AIIM | All rights reserved 31

32. Secret #6
 Understand that “change” has
many dimensions.
© AIIM | All rights reserved 32

33. © AIIM | All rights reserved

34. Four keys to assessing change readiness
Respect Vision
Trust Motivation
© AIIM | All rights reserved 34

35. Respect
 Is the leadership that is recommending
change respected?
 Are the employees impacted by the
change respected?
 Are the consultants and business
analysts respected by both?
 How is the respect expressed?
© AIIM | All rights reserved 35

36. Vision
 Whose vision?
 Is there a shared vision?
 Do employees, leaders, and
change agents have the
same interpretation of the
vision?
 Is the vision realistic?
 Is the vision relevant?
© AIIM | All rights reserved 36

37. Trust
 Is leadership trusted?
 Are employees trusted?
 Is the reality of change exposed honestly and
openly?
 Is there a history of mistrust?
 Are the consultants trusted?
 Do employees and leaders trust each other?
© AIIM | All rights reserved 37

38. Motivation
 What is the leadership’s motivation to change?
 Motivation for change is normally stronger at the
management level
 What is the employees’ motivation for change?
 Do these two reconcile?
 What is in it for me (WIIIFM)?
© AIIM | All rights reserved 38

39. Creating user “wins”
 Early wins create a “Yes” environment
 Leverage existing and new “super
users”
 Wins should be clear cut
 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…
© AIIM | All rights reserved 39

40. Secret #7
 Maintain a sense of humor.
© AIIM | All rights reserved 40

43. aiim.org/training

44. For free e-book
Text AIIM to 96625
Or go to aiim.org/8things