The deliverable from a consulting engagement for a hospital. The hospital needed to define the requirements for a single EIM platform. This two-day clinic allowed them to identify key issues and requirements to reduce the time to move from idea to RFP. While ensuring the that process stayed focused on hospital goals rather than just technical ease and fastest implementation.

1. Build a governed Information platform using an ECM
Without the governance and organization in place you cannot build a system that users want
Please note that client identity has
been redacted. ThinkDox has removed
sections and specific slides that
represent key intellectual properties.

2. Next steps for The Hospital for Hospital
These five steps were identified as the critical needs
Establish Information Governance plan prior to the ECM upgrade
Establish Information governance as a item one of the hospital wide compliance
committee’s
Build a organizational taxonomy that meets Hospital needs
Identify existing templates and taxonomy can be extended to the whole
organization. E.g. NICU’s site
Establish information architecture that can increase user
adoption

3. Expected benefits in moving to a formal ECM from SharePoint
Service/Agility Opportunities
General
Public Department Intranet
Provide easier mobile or remote access
Improve end-user productivity
Integrate more easily with other services
Potential benefits hoped for with the migration to a formal ECM
platform. As Hospital moves forward the IT priorities for this
project should be accounted for when defining the value.

4. Internal document/collaborative sites
Who
Who uses it?
What
What are they
using it for?
Where
Where is it
hosted now?
Why
The business
rationale
How
How is it
accessed?
When
When are you
rolling it out?
Intranet Site • Used for
communication
• Employee
workspace.
•Links to various
applications, sites,
allow people the
ability to choose
what they need.
• Internal • employee portal
to the information
they need.
• Links to HR
• Wikidea
• A/D
• Web access
• 2013 – in
development with
targeted rollout in
July for phase 1.
• Will have
responsive design
Researchers
(SP 2010)
• Research
materials
• For publications
• collaboration b/w
researchers
• DMZ Internal • Collaboration
• Support for
researchers
• Web Access
• User name and
password
necessary.
• (SQL for
authentication)
• on 2010,
•Key focus due to
complex access
control and risk
issues
Departmental –
collaborative site
(SP 2010)
• Collaboration
sites for various
departments –
organized by dept.
• Document library
• Internal • Collaboration
• document library
• A/D
authentication
• Web access
•Half migrated to
SharePoint 2013.
•Requires a
variety of
workflows to be
built.

5. What applications are part of the part of the EIM Ecosystem?
Lync 2010
Exchange 2010
Planed upgrade to
2013
Scheduling has
several department
level tools
Potential ECM role:
Outlook integration,
Schedule integration
Intelligent content and
message storage
What have you got?
Email/Messaging
Servers/Storage
Enterprise Applications
Content Technologies
Kidcare
Spigot
PeopleSoft
Health Commander
BI tools (Microsoft
based)
Potential ECM role:
BI access
HR access
Potentially access to
Kidcare
Lync 2010
Exchange 2010
Planed upgrade to
2013
Scheduling has
several department
level tools
Potential ECM role:
Outlook integration,
Schedule integration
Intelligent content and
message storage
Windows Server
2008 R2.
Virtualized servers
Potential ECM role:
Limited do not expect
to provide any outside
content stores into
ECM.

6. Key sources of information and technologies for top risk group
Mobile
Kidcare
Scheduling
Workflows
Home of
PHI.
Hand-over
process
Key need for
effective care
Aggregator
for lab tests
Has a handover
note template
Has mobile
app
Key desire
of personas
Enables
“bedside care”
Every has multiple
schedules
Notification
for tests, etc
Send/Share
information with peers

7. ECM Intranet: Additional information for Intranet
User Groups:
The Intranet is available for all Hospital employees. Various groups access the Intranet, including:
• Non-medical – May have a page and/or collaboration site
• Clinical staff, doctors, admin, scientists, etc.
Access
Controlled by A/D when logged into the fire wall you can access the intranet.
• The Intranet has two faces: public and private.
• Want to give access to private documents as well as public groups – but want it to appear seamless for end users, so that
they aren’t aware of the 2 parts.
• Hospital specific Apps – some would need to be behind the firewall, but not necessarily – there is nothing confidential
about the app piece.
Content
• Intranet contains business information – low risk information.
• HR is its own site within the intranet (PeopleSoft – web applications installed on SP) InFlight
• BI system – MSFT custom solution, SP 2010 SQL 2008 – (will be 2012.) Moving it to 2013 (?). Depends on ECM tool
selection. Due to the overlapping data and content usage and needs a single platform is preferred.
• Innovation manager – Wikidea (Spigit)
• Health commander (PMIS SP 2010)
• Integration into the existing ticketing system. Configurable Manager – System Center 2012

8. This only gets you to the first mile of a 10 mile road
Getting users to buy-in to the
system is a long one. We’re
only completing the first mile.
But we’re also plotting a
course towards success for
the rest of the journey.

9. Avoid re-building the junk drawers
Be proactive with your ECM implementation or users
will default to the old habits of throwing everything in
the same place.
• ECM cannot be used appropriately without a Risk
profile and Information Governance plan.
• Users do not know what they want from ECM-
they just know what they need to do.
• When we allow users to decide on the organization
of ECM they often become frustrated with the lack
of built-in tools-which then leads to dissatisfaction
and low use of ECM.
Do not ask “What can an ECM do?” Ask “What do we want our ECM to do?”
An ECM is an expansive tool box that can support
both application development and document
management-out of the box.
• Solve this problem by have a business focused
plan for the initial roll out.
• Focus on solving a user driven problem. This
will likely require building workflows or addition
of third party tools.
• Set up a straw man of based on IT’s view of
what user’s need so that we can get the users
talking about what they actually want compared
to what we’ve showed them
• “This is what I think you need, Why am I
wrong?”

10. Getting started: Information Governance basics
What skills are required to govern information
Where do we start
How do we determine value
Getting Started: Information
Governance basics
Information Organization
Increase ECM Adoption through good
architecture
Requirements gathering and Solution
prototyping
Putting it all together

11. ECM requires a varied skill set for success
• Successful organizations have a mix skills within IT to administer ECM
Information
Governance
IT
Competency
Technology
readiness
IT Competency
Information sources risk
assessment
 Standard operating
procedures for
requirements gathering
 Mature process for
application development
 Basic understanding of
consumerization trends
Information Competency
Do you have a:
Information governance
committee
Program manual for
information governance
 Retention and archive plan
 Executives acknowledge
need for better user adoption
 A controlled vocabulary to
base user needs on
Technological Readiness
Implemented an ECM solution
 Applied the taxonomy to the ECM
 Assessed the gaps in user needs and
ECM features
 Checked vendor roadmap for updates
to current issues

12. The main focus of this activity is to establish what information exists, who has access, its location,
currency, and how the information is used.
Identify the top risky information sources at the organization and
departmental level
• Identify information sources and assets that end-users require as well as those rogue sources that they are using to
perform their jobs effectively.
Ensure you have control checks in place as you go through
this exercise. Have all information sources been
considered? Include network drives, fileshares, collaborative
and cloud applications, flash drives/memory sticks, and any
rogue sources such as desktop access databases or
customized excel spreadsheets.
Information users at the department level will play a
major part in this exercise as they are the knowledge
sources regarding information assets.
 The users can provide clarification around
rogue sources that are being used, what types
of information is being generated, for what
purpose.
 Users will have an understanding of how the
information is used to perform daily tasks and
responsibilities, and any inter-departmental
information sharing that may occur.
 Involve compliance to identify information that is
confidential or requires any additional security
measures. Compliance will be able to discount
information that is not subject to ediscovery or
compliance requirements.
Consider the following for each information source:
 Who has access to each information asset, how does
the asset originate, does the asset provide current
and accurate information?
 Are there any information sharing activities with other
departments?
 Determine asset currency – is it used with some
frequency, should it be destroyed or does it need to be
archived.

13. Compile a list of the Information sources within your organization
Define the level of
granularity that you need
to meet your governance
strategy.
Do you need a plan for:
1: Documents
2: Folders
3: Drives
4: Applications
Define the type of
information that you need
to record.
Do you need for each
source:
1:Relevant regulations
2:Internal policies
3:Who uses this
information
Be transparent about the
current condition of the
sources.
Document the concerns
for risk, value, and
lifecycle properties of the
information.
The inventory tool should be used to document the
results of the IG committee’s decisions.
Do not expect to fill out all aspects of the inventory on
the first meeting. This is a on-going process.

14. Determine Risk and Value criteria for classification of information
sources
Risk Value
When risk outweighs value purge documents as soon as the regulations
allow. Value comes from clean, clear information that has a clear use case.
Don’t forget to analyze external communications as part of your Information Governance strategy. What is the purpose
of the website and social media? Who controls the information, do they understand acceptable use policies? Is there a
strategy to determine the value-can you verify claims by marketing? Is there a long term plan to use social as part of
business decisions or derive revenue from its use?
• Risk comes in many forms: Compliance, litigation,
loss of opportunity, productivity.
• Mitigating any one of these risks is often at the
expense of the increasing other kinds of risks.
• When developing a Information Governance
strategy you must define which risks are the most
damaging to the enterprise and which are
acceptable risks.
• What is acceptable risk? The amount of risk at
which the harm, should the worst case happen, is less
costly than regulating or protecting the information
source.
• The biggest risk for most enterprises is keeping too
much. Unaccessed content is not information it is
garbage-or potentially a legal disaster.
• Value is the opposite of risk: increased productivity,
new opportunities, simplified processes, findability.
• Information has no inherent value. Its value to the
enterprise comes from how and who uses the
information.
• The value of information to the enterprise must be
put in the context of tangible benefits. Revenue,
opportunity, competitive advantage.
• As information sharing and use expands-and
regulations change, the value of retaining Information
must be balanced with the risks that are associated
with that use case and sharing method.
• What is high value information? That information
that can be used to generate revenue or cut costs.
E.g. customer sentiment, internal productivity
analysis.
VS

15. Record the inventory and classify risk and value to all information
sources according to established criteria
Once all sources have been identified, follow the step-by-step inventory and
classification process. An excel based tool is sufficient.
An information asset inventory is one of the most
important pieces of information an organization owns.
A comprehensive listing of all departmental or
business unit information sources is the long term
goal.
Expect this to be an on-going process that starts with
the obvious IT controlled sources.
As the organization’s Information Governance
policies are defined this can then become part of
department meetings to expand the sources.
Inventory Information Sources Classify Information Sources
Information owners may argue that they should
apply classifications, but in reality, this is an IT
related task.
IT and the compliance office must work
together to define the classification levels and
tags that work for all organizations.
Accurately classifying information sources will
ensure that appropriate access rights are assigned
to the information.
Classification should be part of the taxonomy so
that it can be inherited from the tags that are
applied at creation.

16. Document your information classification system.
For enterprises with low regulatory overhead it
may be sufficient govern information at the level
of the drive and application. Set the retention
and deletion policies for the whole source.
For those with high regulatory overhead:
Determine the lowest level at which you need to
control information: piece of content versus
storage location.
For most organizations the lowest level will be
the same as the inventory source.
For those with less structure in their storage
systems:
Use the inventory classification to define their
long term governance strategy.
Use the classification tool to define the
documents within the each inventory source.
Remember the difference between
Information and content.
Information is what you are governing,
content is where that information is
stored.
Build information categories based on your
acceptable use policies.
Separate each source based on the risk you
determined with the inventory tool.
Then use the tool to document the location, retention
and classification of each source or piece of content.

17. Information Organization
The drivers of information
organization
Information growth
User needs and characteristics
Defining the appropriate
descriptors
Getting Started: Information
Governance basics
Information Organization
Increase ECM Adoption through good
architecture
Requirements gathering and Solution
prototyping
Putting it all together

18. Information Organization projects often fail
to get off the ground because they start
too big. Consider a project that starts with:
Engage all senior executives in a governance and
steering process.”
You will never get the CEO, CFO, CxO, [the Pope,
the President, etc.] in a room together at the same
time. They are too busy and are focused on bigger
issues.
Governance is crucial but it’s a late-stage task. You
can never initiate Information Organization with
governance.
The first common problem of Information Organization: the Popes
& Presidents Problem (P31)
You have to start within IT before pushing out to the rest of the business
Bottom Line: Start small. Do everything you can within IT
before engaging the business units.

19. The second issue is the Post Platoon Problem (P32)
People are very good at informally exchanging information… until the group
gets two big or splits across locations
Humans are generally very good at exchanging information and
organizing themselves. These attributes define the human species and
conferred considerable advantages to our hunter-gatherer forebears.
Our organizational abilities breakdown when one of two things happen:
The Group is larger than 30 individuals
Traditional village groups contain about 30 people, as do many
business units. This bigger group will break down into smaller parties to
perform specific tasks (e.g., hunting parties, squads, fire teams, etc.). A
span of 30 individuals seems to define human ability to self-organize.
The Group is spread across multiple locations
Human organization works best when everyone is co-located.
Support remote teams requires additional effort for coordination.
Bottom Line: Groups that don’t
suffer from the Post Platoon
Problem will not willingly adopt
Information Organization projects.

20. Develop a strategy that avoids both the Popes and Presidents, and
the Post Platoon Problems
You need a straw man strategy that starts in IT is then pushed to the rest of
enterprise via the governance structure
Put together an Information Organization strategy from within IT
first, before disseminating it to the rest of the enterprise. It is far
easier to engage with business units and get buy in when you have
already started something.
Answer some basic questions about the enterprise and its information
needs and then ask the business why you’re wrong:
What are the information-related problems facing the
enterprise?
How do these related to business and IT priorities?
What information sources do we actually have?
Is there risk or opportunity associated with those information
sources?
Who uses these information sources and what do they really
need?
Bottom Line: The straw man doesn’t have to be definitive. But it does have to be defensible!

21. Funnel information sources through ECM to build an Organizational
level System of Information
Users create content
using a device. The
device could be a work
station or mobile
device.
?
Systems create
content through
the comments and
transactions (e.g.
payable reports,
PHI).
1 3
Users query on
keywords and
enterprise
descriptors. When
ECM has access to all
systems the search
can be role based.
5
A single set of
enterprise descriptors
automates association
of similar files from
multiple sources.
4
The search
returns multiple
documents that
have the
keywords or the
same descriptors
(e.g. same
author,
department,
project).
6
User choice
becomes a data
field to rank search
(accession date).
7
Properly tagging
documents
improves findability.
Tags/Metadata also
become the basis
for providing
appropriate access
and classification
2

22. Take a structured approach to deal with Information Organization
• There are seven steps to attaining Information Organization in the enterprise
Establish Information Organization Priorities
Build a Business Case
Build User Profiles
Identify and Prioritize Information Sources
Develop a Taxonomy
Implement the Taxonomy
Govern the Taxonomy
This is detailed in the
additional workshop
sent to Hospital. This
workshop talked about
specifically building a
strawman taxonomy.

23. Information Organization has three drivers: users, business, and the
information itself
Balance the needs of different stakeholders with the nature of the information
that you’ve got.
Users have specific demands for how they
access information. They have both standard
business processes and their own individual
information behaviors. Both of these factors
impact on the overall success of an
information organization project.
The business also has priorities for
how information can be used to
address goals and priorities.Business
Users
Information
The information contained
within the enterprise has
its own characteristics
and demands. IT leaders
have to consider the
growth rate of the
information and how its
maintained. They must
also consider how the
information is currently
structured. Folders often
contain order that might
not be obvious but is
important to particular
business functions.

24. Unstructured information has several unique features
We have to provide the structure for the information
1. It doesn’t attach to a specific business
process
2. No standards.
3. No centralized home
4. No centralized owner
5. No obvious description
Unstructured information rarely attaches to a specific
system or process. It accumulates outside of the
systems of record that typically maintain records and
standard communication.
Documents rarely adhere to strict templates and users
deploy informal and irregular writing and wording.
The information may – or may not – be restricted to a
single repository.
The information may – or may not – have a designated
owner who is still employed by the enterprise.
It may be impossible to determine what the information
is about without a detailed investigation.

25. 0% 10% 20% 30% 40% 50%
Managing SP within
centralized info policy
Managing process change
Technical more difficult than
anticipated
User resistance in
committing documents to SP
Taking longer than expected
to roll out
Governance: management of
site proliferation
Lack of expertise to
maximise its usefulness
Governance: metadata,
classification, taxonomy
Lack of strategic plans on
what to use it for
Search and Information Governance plague
SharePoint deployments
• An multiple studies have revealed that
◦ 33% of SharePoint projects have problems
with governance
◦ 27% with findability
◦ 25% with content management.
• A 2012 AIIM study found that
◦ 39% of implementations struggled with
content migration
◦ 34% with information governance
◦ 41% claim that "Governance: mgt of metadata
and taxonomies" are among their "biggest on-
going technical issues"
• A 2011 AIIM report indicates the biggest ECM
upgrade concern was "Standardizing on a
taxonomy or metadata template."
Source: AIIM Industry Watch. Using SharePoint for
ECM. 2011. n = 400
SharePoint isn’t a panacea for findability. The biggest challenges
are with metadata and governance
Strategic plans and information governance
are the biggest issues facing SharePoint
as an ECM

26. 1.3 What are your information sources (~15)?
Information sources?
Is it a…
priority?
Is it a…
risk?
x
x
x
x
x
x
x
Get a list of information sources.
There might be many but we
only really need about 15 for
demonstration purposes. If
possible, go beyond the top level
of a file share, but avoid going
below three levels.
1. Brainstorm a list of different information
sources. They could be file shares,
existing document management
repositories, or cloud-based services.
2. Refer back to existing system topology
maps as memory aid and to guide the
conversation.
3. Ask participants if the information
source represent a business priority or
a risk and mark them accordingly.
Delete this box.
Completion TipsX

27. Facilitator Insights
This step can be surprisingly difficult. People get
overwhelmed quite easily. If necessary, start with what
people know best – the information sources within IT.
What it looks like (early stage):
It’s a good idea to go into this exercise with a control
document Can you get a list of existing file shares? Or
maybe you can go through the enterprise department by
department. Regardless, it’s often helpful to have some
sort of list that you can check off and say “what
about…?”
File shares are tricky. Participants will be tempted to just
throw out the names of various drives (e.g., “the N:
drive”). In most cases, that particular drive will have a
variety of different uses or information sources. Write
down the name of the drive and ask if it’s a priority or
risk. If it is, start drilling down into the drive structure to
identify information sources. As a rule of thumb, look
down three layers. People don’t typically want to click
through more than three layers of detail.
Tell participants that they will have homework. This
exercise is really just a part of a broader Information
Governance initiative.

28. Classification is hard. It is an exercise in logic, philosophy, and – occasionally – faith, since it
deals with universalities. Thomas Jefferson, for example, ordered the books in Monticello
according to Francis Bacon’s Faculties of the Mind: Memory (History), Reason (Philosophy),
and Imagination (Fine Arts). Melvil Dewey borrowed this structure – and indirectly borrowed
from Hegel – to create the popular Dewey Decimal System.
The best approach for IT comes from S.R. Ranganathan. He was inspired by both Meccano
and Hindu mysticism to create a scheme centered on five key facets:
How do we actually classify stuff?
But what actually belongs in the taxonomy?
Facet Description Examples
Personality The core subject of the work. Ignore it! It is too difficult to operationalize in the typical enterprise.
Matter Objects, typically inanimate. Desktops; Servers; Storage; Buildings.
Energy
Actions and Interactions. It can
also describe specific processes.
Customer service; Quality control; Manufacturing; Research;
Accounts payable.
Space
Locations, departments, or
similar descriptors.
Human resources; APAC; Guatemala; Building A2.
Time Hour, period, or duration Morning; Q3; Financial close; Winter; 2011.

29. Managed metadata, taxonomies, ontologies, thesauri, etc. all have
subtle differences but share some core elements:
• Authority file. Names that can be used. Descriptors and names
are listed in authority files.
• Broader term. Terms to which other terms are subordinate.
• Category. Grouping of terms which are associated, either
semantically or statistically.
• Related term. Terms which are similar to one another and often
exist in the same category.
• Modifier. A term that narrows the focus of another term. For
example, the use of “Character” in the compound term “Stanton,
Archibald – Character”.
• Narrower term. A term that is subordinate to another in a
category.
• Preferred term. The term that is used for indexing among a
group of related terms.
• Scope note. Direction on how to apply a term explaining usage
and coverage.
The controlled vocabulary is the basis of taxonomy and findability
It can get complicated, but focus on the core elements.
Controlled
Vocabulary
Thesaurus
Ontology
Controlled
Vocabulary

30. Start to build a taxonomy by defining key user groups as personas
Role:
What do they do?
What are their key challenges?
E. What are their activities?
Se. For what do they search?
M. What document types do they use?
S. Where do they work?
T. When do they work?
Code
Identify key
challenges with
information use or
access.
Now that we have
some of this
information use it to
jump start the
taxonomy process

31. Hospital Persona(s) - Research Students
• What do they do?
• Support principal investigators
• Gain research investigators
• volunteers
• What are their activities?
• Reviewing Health records
• Analyze data
• Present results (mainly internal)
• REB (research ethics board)  research proposal
• What are their challenges
• No system control  improving
• Lack of knowledge on proper systems
• Don’t’ know policies, procedures, or tech
• Overreliance on PI’s data set
• Unmanaged devices
• Activities
• Building a Proposal (REB)
• Primary Data analysis
• Satisfaction Studies

32. Hospital Persona(s) - Clinical Researchers / Doctors / Educators
• What do they do:
• Research
• Admin functions
• Education
• Committee work
• Tertiary care
• Challenges:
• Don’t like controls
• Don’t like to wait
• Move around a lot (many offices and locations)
• Scheduling across locations
• Activities
• Seeing Patients
• Supervising Trainees
• Committee Work
• Budgeting for Grants
• REB submissions
• Handover charts

33. 2.1.2 Create cards
DPC
- Project Proposals
- M
Facet code
Persona code
Descriptor

34. Potential taxonomy descriptors -Research Student (RS)
• Document types (M category)
• Clinical data (in Excel)
• EPC report
• Paper chart
• Proposal templates
• Standard guidelines
• PPT presentations
• Webpages
• Web-based surveys (Red Cap)
• HR forms
• Reporting document (evaluation form)
• Directory
• Email
• Map of hospital
• Activities (E category)
• Reviewing Health records
• Primary analyze data
• Present results - internal
• Present results - external
• Build Proposals
• Scheduling
• Space (S category)
• Department
• Pillars
• Program
• Project
• Group
• Res program
• Physical location
• On-site
• Off-site
• Building names
• Remote locations
• Time (T category)
• Academic year
• Calendar year
• Summer
• Semester
• REB Proposal phases

35. Facilitator Insights
Don’t just throw the cards into a box. People will lose
track of what they have actually already produced. And
it always looks good to line stuff up on the boardroom
table.
What it looks like:
Don’t forget to append codes for both the persona and
the relevant facet. You will need the persona code to
build out formal personas and you need the facet code
to actually sort these things.
Try to get through between five and eight roles. After
eight roles you typically won’t be finding anything new.
Remember that part of the governance process is
actually refining the taxonomy.
Refer back to what you’ve already done to bootstrap the
process. Go back to activities where you have identified
roles, document types, or key activities and use those to
guide the conversation.

36. Potential taxonomy descriptors Doctor/Researcher Part 1
• Document types (M category)
• Hand over
• Patient care plans
• Policy and Procedure documents
• In-bound referral documents (ARM system)
• MD Centre – dictation of notes (transcript)
• Video and Pictures
• PPT presentations – external/internal
• HR documents
• Credentialing
• Email
• Calendars
• Billing documents and forms
• Project documents (committee documents)
• Academic outputs
• Finance reports (budgeting)
• KidCare
• Fellowship and resident resumes (recruiting docs)
• Academic Track
• Activities (E category)
• Scheduling Patient Care
• Seeing Patients
• Supervising Trainees
• Committee Work
• Budgeting for Grants
• REB submissions
• Handover charts
• Presentation of Patients
• Conferences
• Huddles
• Classroom teaching
• Patient Care
• Clinical documentation
• Billing Reports

37. Potential taxonomy descriptors Doctor/Researcher Part 2
• Space (S category)
• Clinics
• Operating room (OR)
• Department
• Pillars
• University locations (UofT)
• Off-site
• Hospitals
• Remote
• Time (T category)
• Clinic hours
• On-call
• Academic year
• Fiscal year
• Conference year
• Grant schedules

38. What types of descriptors account for risk classification
Privacy Security Compliance Records
- PHI Guidelines - PHIPA - Short retention
- Patient record

39. Our five minute sorting exercise yielded potential categories and
some detailed descriptors.
Dept budget
Billing
Budget
related
External
presentation
Remote
REB
proposal
Surveys
Research
activities
Location
MD
credentials
Academic
track
Daily
activities
Calendar
Hand-over
Clinical
activities
Potential
taxonomy
descriptors
(MEST)
These could
be the drop-
down terms
Wide
category
Remember this initial goal is about gaining
control over documents. When combined with
the Folksonomy tools in ECM 2013 this can be
a powerful set of descriptors
These are probably too specific.
Additional non-medical personas
will generalize these further to
make them usable.

40. Facilitator Insights
It might be easier to send people out for tea or lunch
and put together a rough cut at the organizational
structure. Then, when the participants return to the
room, give participants one particular bundle of cards –
a complete facet – and ask them to refine the sorting
and prioritization.
What it looks like:
If the group is engaged, take the opportunity to ask for
additional cards that might be missing or any other
feedback the participants might have.
This activity is tough. People are generally pretty
engaged in initially creating the cards but sorting them is
a bit of a hassle. Some will elect to use the initial sort as
the basis for the codified taxonomy and to address
shortcomings as part of the governance process.

41. Start your taxonomy based on the vocabulary that already exists
Pillar
Depart.
Budget
related
Location
Research
activities
Daily
activities
Clinical
activities
Folks-
onomy
Intranet Workshop
Other
sources
NICU?
Kidcare
Remember our goal at the
beginning is to have enough
taxonomy to confidently allow
users to add content to ECM for
the purposes that the
organization has defined. The
taxonomy WILL need to updated
through a controlled process.
The key with folksonomy is a clear
process for evaluating the usage.
The goal should be to have these
integrated into the controlled
vocabulary to replace unused
terms rather than create a shadow
metadata system

42. 2.2.3 Document facets
- Document Type
- Activity
- Location
- Phase
- Privacy
- Retention
Actually documenting the
facets and taxonomy is
going to be homework for
the participants.

43. Increase ECM Adoption through good architecture
Getting Started: Information
Governance basics
Information Organization
Increase ECM Adoption through
good architecture
Requirements gathering and Solution
prototyping
Putting it all together

44. Section Removed
These topics were discussed
• Define the ECM problem
• Breakdown user into their activities
• Map the information that users need
• Identify the source of end-user frustration
• Implement the taxonomy
• Govern the taxonomy

45. Requirements gathering and Solution prototyping
Getting Started: Information
Governance basics
Information Organization
Increase ECM Adoption through good
architecture
Requirements gathering and
Solution prototyping
Putting it all together

46. Section Removed
These topics were discussed
• Matching problems to solutions
• Defining the requirements for that solution
• Use the website tools that users want
• Define ECM wide deficits
• Build a wireframe prototype

47. Putting it all together
Getting Started: Information
Governance basics
Information Organization
Increase ECM Adoption through good
architecture
Requirements gathering and Solution
prototyping
Putting it all together

48. Section Removed
These topics were discussed
Determine how to govern information
Build a SOP to manage ECM