The document proposes a new document management system for DWF, a law firm with 2,500 staff across 13 UK offices. It recommends the Interwoven FileSite system based on its ease of use, search capabilities, version control, and integration with other applications. A project plan and governance approach are outlined following PRINCE2 methodology. Key activities include requirements gathering, design, development, testing, deployment, and maintenance. Stakeholder management, communications, and risk/issue tracking are also discussed to help ensure successful project delivery.

1. Proposal :
Document Management
System
Jawad Farooq
24.07.2013

2. Purpose of presentation
• To propose a new Document Management System to DWF and to justify the
decision.
• A high level project management proposal determining criteria to ensure
successful project delivery

3. Background
• DWF is a business law firm based in Manchester.
• 13 UK offices and 2,500 staff,
• Huge need for all staff throughout to be able to access their documents
anytime, anywhere and with ease.

4. What is a Document Management System?
• A document management system (DMS) is a computer system used to track and
store electronic documents.
• Document storage formats: PDF, Word, Excel, JPG, emails and more
• Capable of keeping track of any amendments made to the file by version control.

5. Benefits of a new DMS
• Full management of business documents
• Leads to increased efficiency for all fee-earners & business services to:
– Find documents quickly
– Perform a search accurately
• New system should be easier to use meaning fewer calls to IT Support or
assistance
• Improved compliance in controlling client and other sensitive information
• Reduce risk of losing any documents

6. Review of potential systems
• M-Files
• SharePoint
• Interwoven Filesite

7. M-Files
- Creates a drive within my computer to access the
application

8. M-Files
• Easy to install and manage for the IT Dept
• Easy to drag across an email with attachments into the system
• Full dynamic search, such as by client name or project type etc
• Full access anytime, anywhere inc offline
• Cost?

9. SharePoint
• Can be
accessed by
Outlook

10. SharePoint
• Extra benefit if organisation is currently using it for its intranet.
• Full check in/check out functionality
• Customisable views to suit your needs
• Enhanced mobile experience
• Can store all types of files

11. SharePoint
• Can be costly to customize the site structure
• Search can be limited in certain environments
• Cant be deployed to a small environment with its full capabilities – need a separate
OWA server

12. Interwoven FileSite
Recommended DMS
• Folder hierarchy for easy organization and sharing
• Quick access lists to last 40 documents, last 10 searches – very useful for busy
fee-earners
• Sophisticated version control to ensure accuracy and currency
• Audit trails to track document histories

13. Interwoven FileSite

14. Interwoven FileSite
• Comprehensive ‘profiling capabilities’ to tag and classify each document to aid
search
• Publishing in PDF format automatically linking to original file
• Check out documents remotely
• Powerful security controls access to system functionality
• Integrate with other desktop applications

15. Interwoven FileSite

16. Project Lifecycle – PRINCE2
Starting up a Project
Initiating a Project
Directing a Project
Controlling a stage
Managing Product Delivery
Managing a Stage Boundary
Closing a Project

17. Project Lifecycle - DMS
PROJECT START UP
• Pre-project preparation process
• Includes presentation of outline business case to the newly created Project
Board
• The board will determine whether the new document management system
should be approved
• Should include a feasibility study which showing benefits of implementing
the new document management
• Decision on viability will authorise the project manager to formally
commence the project.

18. Project Lifecycle - DMS
INITIATE PROJECT / RESEARCH
• After approval ,the project manager will create the Project Initiation Document (PID)
• PID contains information regarding
 The goal of implementing the new DMS
 The scope of delivering the new system
 The project organisation which includes all the people working on the delivery
 The constraints which are enforced to keep the project regimented and
 The business case presented to the board (refined at this stage)

19. INITIATE PROJECT / RESEARCH
• A Requirements Specification document is created
• Serves as the guideline for building the document management system
• Includes information about :
 who will use this system and how,
 what data will be inputted into the system,
 user requirements etc.

20. Project Lifecycle - DMS
DESIGN
• System will be designed using the Requirements Specifications document
• This will help determine all hardware and software requirements.
• At this stage, third party suppliers or internal developers will contribute to the
system design
• This ensures that all requirements are possible and can be met.
• It is recommended to involve the Training department in every part of the
project so that they have an excellent understanding of the system.

21. DEVELOPMENT / IMPLEMENTATION
• The project manager will engage with all stakeholders and assign work packages.
• The project manager will be working with the project team, IT personnel and third
party suppliers to work on the development of the new system.
• The project manager will assign work via work packages,
 monitor progress,
 deal with risks/issues
 be creating/maintaining all project documentation and relevant
communication and report to the board and stakeholders accordingly
Key action : To import all the documents into the new system.
Project Lifecycle - DMS

22. TESTING
• The system will be continually tested to ensure that its working as it should.
• After full development, testing will be carried out to ensure that the system is
completely functional.
• All documents should be imported/migrated into the new system and testers should
ensure that all documents are fully accessible and not corrupted etc.
• Testing methods include System testing, User Acceptance testing and integration
testing.
• Good opportunity for the Training Dept and IT Support to gain experience with the
system.
• After successful testing and approval, the new system can go live.
Project Lifecycle - DMS

23. DEPLOYMENT
• The new DMS is fully tested, approved and ready to be launched at DWF.
• The training department will have created all relevant training materials and
training will have been provided to all the users.
• Agreement is needed for parallel working or replacement of the old system with
the new one.
• Immediate replacement of old system will encourage users to adapt to the new
system.
Project Lifecycle - DMS

24. PROJECT CLOSURE
• After full testing and board approval for official launch, DMS will be in place at
DWF.
• The project manager will create all relevant documentation to formally close
the project including:
 a Closure Report/Post Implementation review
 a Lessons Learned Log
 any manuals
 source code
Project Lifecycle - DMS

25. MAINTENANCE
• Certain issues may occur occasionally
• Agreed SLA’s with third party suppliers will need to be enforced to rectify
issues.
• Key task: to import any outstanding documents into the new system
Project Lifecycle - DMS

26. Project Plan
• Defines the approach the project team will use to deliver the new document
management system.
• It must address
 the reasons why the new system is being implemented
 for whom is it being implemented,
 persons responsible for delivering the system
 when the expected delivery date is
• This link will open up an example of a Project Plan

27. Project Governance
• Ensures that projects are aligned to the organisations objectives, are
delivered efficiently and are sustainable.
• Governance of projects also supports the means by which the project board
and other stakeholders are provided with timely and reliable information.
• For correct governance of the new DMS project the project should follow a
structured methodology, such as Prince2.

28. 5 KEY POINTS SHOULD BE CONSIDERED REGARDING PROJECT GOVERNANCE:
1) Alignment to organisational objectives
Ensure the organisation does the right projects as well as successfully.
If aligned, it will provide the context for the projects purpose
2) Golden threads of delegated authority
Direct chain of accountability from the most senior responsible person to the
individuals responsible for completing tasks stating each persons authority
3) Reporting
Regular report on responsibilities by authority holders
Project Governance

29. 4) Decision gates
Formal points of control at particular points in the project lifecycle. The
project is worked on in small parts.
The next step can be started only after a formal review of the previous stage
and approval granted to move on.
5) Independent assurance
An independent check to review whether objectives will be met.
Creation of a Project Assurance role to provide the assurance of appropriate
conduction of the project
Project Governance

30. Approval
• At the end of each stage, a meeting will be held with the Project Board
• Agenda:
 Discussion on the development status of the new system
 Progress and cost
 Plan for the next stage
• After board approval, the project manager will be authorised to commence
work on the next stage of the development.
• At the completion of the development of the new system, there will be
confirmation that the project is complete and meets its specified
requirements.

31. • Occurrence of an issue may require a change to be implemented into the project.
• A change directly linked to the project will be submitted as an Exception Report to
the Board.
• Following their review, the project may either be cancelled or the change may be
authorised. An example of this can be change in project scope.
• A change that’s come about as a result of this project may need to be directed to
the Change Advisory Board via a change request form.
• After review, they will advise on the matter accordingly.
• All changes and requests will be logged in the Change Request Log.
Change

32. • To avoid wasting time on long due answers or work packages , maybe you need
to escalate this issue before it becomes worse.
But First –
• Have you made a sincere attempt to reach an appropriate resolution but have
found that you are at a dead end?
• Is this an issue that your boss would expect you to handle or to escalate?
• Have you exhausted all other options and any further delay could have a
detrimental effect on the project outcome or deliverables?
• If yes, then escalate to avoid project delay!
Escalation

33. Project Framework
A Project Management Framework consists of three parts:
• A Project Lifecycle
• A Project Control Cycle
• Tool and Templates Project
Management
Framework
Project
Lifecycle
Tool and
Templates
Project
Control
Cycle

34. Project Framework
A Project Management Framework supports project implementation because:
 It supports the development and replication of accepted practice.
 Helps communication within the team because of a common language.
 Streamlines the use of tools and techniques for key project management
processes.
 Establishes a consistent approach which aid customers understand the project
management process.
 Ensure that focus is maintained on the early stage of the project lifecycle.

35. Project Framework
PROJECT LIFECYCLE
Provides guidance on the common stages and steps which apply to all projects
Stage 1 – Business Development
Stage 2 – Tendering
Stage 3 – Contract Negotiation
Stage 4 – Project Mobilisation
Stage 5 – Project Implementation
Stage 6 – Project Close Out

36. Project Framework
Project Control Cycle
• Describes how each stage in planned and managed.
• Ensures that each stage has the appropriate plan, controls and corrective actions
in place.
The 4 stages are:
Stage 1 – Plan: Establish scope, timelines and budgets
Stage 2 – Do: Initiate work and allocate resources
Stage 3 – Check: Progress against baselines, quality control and costs
Stage 4 – Act: Control changes, review risks and plan corrective actions.

37. Project Framework
TEMPLATE AND TOOLS
• Simple templates and tools support the implementation of project management.
• Using standardised templates support a common methodology and processes
• Examples of templates include:
 - Project Plan
 - Risk Log
 - Checkpoint Report

38. Stakeholder Management
IDENTIFY
The implementation of a DMS will involve a large number of stakeholders, including:
• CIO/Head of IT – sign off/make aware of project
• IT Teams – Service Desk to support queries regarding new system; Network Team
to support installation of new system on infrastructure
If the system is to be developed in-house, then internal development team will need
to be involved.
• Test Team – test new application is fully accessible by all users; ensure data
integrity. Ideally include end users.
• Document Specialists – Verify the documents before and after migration to ensure
no corruption

39. Stakeholder Management
IDENTIFY
• Third party suppliers – ensure they’re fully aware of timeframes and agree SLA’s
• Fee-earners – ensure representatives confirm that they’re generally happy with
the new system
• Marketing/Communications – to launch the firm-wide campaign promoting the new
system
• Training – to create training sessions & materials for all end users and IT Support
staff
• PROJECT TEAM – the project support team assisting the project manager with the
management and coordination of all aspects of the project

40. Stakeholder Management
PRIORITISE ROLES - High power, high interest: Fully engage these
people and keep satisfied
- High power, low interest : Keep these people
satisfied, but not so much that they become
bored with the message.
- Low power, high interest: Keep these people
adequately informed; talk to them to ensure that
no issues arise. These people can often be very
helpful with the detail of the project.
- Low power, low interest: Monitor these
people, but do not bore them with excessive
communication.

41. Stakeholder Management
Prioritise roles
• High power, high interest
IT teams, Third party suppliers,
project team
• High power, low interest:
End-users / fee-earners
• Low power, high interest:
Marketing team,
• Low power, low interest
Rest of business that wont use the system
IT
teams, Third
party
suppliers, proj
ect team
End
users/Fee
earners
Marketing
Team
Rest of
Business

42. Stakeholder Management
Prioritise roles
• Once the roles of each stakeholder has been determined, the appropriate level of
communications between them can be arranged,
• For example: they attend a twice weekly meeting, or they receive an email once a
week providing status update

43. Communications Approach
Examples of communications approach that the firm can use to promote the new
document management system include:
• Email sent out to all staff advising of new proposed system with expected
timeframes
• Marketing team to send out newsletters highlighting the new system, its benefits
and reasons for the new document management system
• Posters put up in key areas advising users of the new system
• IT Support to advise users of the new system when they call in with a query
• A message to be displayed on the firms intranet.

44. Risk, Action and Issue Management
• Risks, actions and issues should be identified at the start of the
project, recorded in logs and then monitored throughout the project lifecycle.
• A brainstorming session with the project team and stakeholders will bring out
possible issues and risks and actions to ensure successful delivery.
• Capture this information in Individual or joint logs (RAID log) including
 who raised the point
 a level of priority
 timing when it was identified and
 a target resolution date.

45. Risk Management
• Risk: something which could threaten the achievement of project objectives.
It is a POTENTIAL issue
• Risk management: Identification, assessment and prioritisation of an event
that can have both a negative and a positive effect.
• The new document management system can yield many risks which must be
logged and workarounds planned in the event that they occur.

46. Examples of risks can include:
What if the documents don’t migrate across accurately?
• What if we lose some documents?
• Affect of this product on company revenue?
• Will users learnt this new system with ease?
• Costs associated with late delivery?
• Are all the software applications compatible with the new DMS?
• Are staff committed for the entire duration of the project?
All the identified risks should have a contingency plan that should be approved of
and implemented in the event that the risk occurs.
Risk Management

47. Issue Management
• Issue: is something which has happened and threatens achievement of project’s
objectives.
• An issue resolution process should be in place before the project starts to ensure
the project remains on track.
• Issue management is the process of identifying and resolving issues.
• Examples of issues can include:
 User ‘buy-in’ to the new system
 Problems with staff – relating to resources
 Third party suppliers – such as delays with the delivery of a product
 Technical failures – such as a technological problem in the project

48. Action Management
• An action plan is used to formally and systematically lay out the steps that need to
be taken for successful implementation.
• All the actions that need to be completed must be logged.
• For each action, there will be an owner assigned to complete the action by a
specified date.
• Examples of actions can be:
 Creation of project documentation
 Engage third party suppliers
 Create training materials

49. Thank you
Questions?