3 C's of ECM

W11: The 3 C’s of
Enterprise Content
Management
Implementation
Marilyn Carr, National Director

Information Management Practice

Chris Walker, Senior Consultant

Information Management Practice

June 3, 2009

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Manitoba Telecom Services Inc. Used under licence. Allstream Proprietary. Use pursuant to company instructions.

1

What we’re going to talk about

 The importance of Commitment, Coordination, and
Change to a successful ECM project and program

 Strategies and tactics that will help you in the short
and long term. At the end of this session you should
be able to:
 Identify what roles need to be involved in ECM
implementation governance
 Identify reasonable ECM deployment alternatives
 Identify the elements of change management

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2

But first, some definitions
Enterprise Content Mgmt
Enterprise Content Mgmt
Actively managing the lifecycle
Actively managing the lifecycle
of unstructured information,
of unstructured information, System
across the organization System
across the organization People, processes and tools that
People, processes and tools that
work together to achieve results.
work together to achieve results.

Project
Project
Temporary endeavor undertaken
Temporary endeavor undertaken Program
Program
to create an unique product,
to create an unique product, Group of related projects
Group of related projects
service or result
service or result
managed in aacoordinated way to
managed in coordinated way to
maximize benefits and control
maximize benefits and control

Stakeholder
Stakeholder
Any person, group, organization
Any person, group, organization
or system that affects or can be
or system that affects or can be
affected by your project
affected by your project

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3

Commitment

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4

The path to commitment can be
rocky
• Organizational imperatives
• Key performance indicators (KPIs)
• WIIFM (what’s in it for me?)

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5

ECM stakeholders are not all
equal, but all are important

A stakeholder is any entity (person, group, organization, system)
that affects or can be affected by what you’re doing.
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6

Keeping commitment requires
careful attention
 Manage and meet expectations
 Communicate, communicate, communicate
 Demonstrate progress through quick wins

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7

Coordination

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8

Plan strategically, but execute
tactically

 Time-box for short,
medium, and long term
 Think iterative, not linear
 Choose an approach that
makes sense
 By business unit?
 By business process?
 By function?
 By location?

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9

What you have to get right at the
beginning, and what can wait

Do it now, or do not pass go:
 Policies and procedures
 Security model
 Metadata framework

Not child’s play, but don’t sweat it:
 File plan
 Workflow
 Paper conversion

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10

Mitigate risks before they bite
you
 You can bet you will need to address:
 User adoption
 Budget overruns
 Technology limitations / technology bloat

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11

Change

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12

Processes will change, but they
won’t work if they introduce new
pain
 Don’t pave the cow path
 Leverage best practices
 Decentralization if necessary, but not necessarily
decentralization

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13

In most cases, behaviour also
has to change

 Implementing ECM mandates conformance with
policies and procedures
 Keep your champions close, and your resisters
closer

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14

There are four cornerstones of
change

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15

There is no such thing as too
much communication
 Communicate early and often
 Finely tune your WIIFM messages
 Use many different channels

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16

Be prepared to invest in
education
 Carefully target your content
 Don’t train too early
 “If you think education is expensive, try ignorance.”
Derek Bok

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17

Participation is not negotiable

 Involvement fosters ownership
 Don’t fall into the 100% dedicated to the project + all
normal day-to-day duties trap

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18

Support is key (and we don’t
mean 1-800-Helpme)

 Centres of excellence are a
very good idea
 Sponsors play a continuing
role
 Provide a mechanism for
organic peer support

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19

Key take-aways

 Without commitment,
coordination & change
are irrelevant
 It’s a marathon, not a
sprint
 Technology features
and functions are the
least of your worries
 It’s never too early to
start, but it can be too
late

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20

What else would you like to
know?

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21

Contact us
Marilyn Carr Chris Walker
National Director, Senior Consultant,
Information Management Information Management
416 644 6672 780 702 0715
Marilyn.Carr@mtsallstream.com Chris.Walker@mtsallstream.com

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