The document discusses creating an effective information management (IM) organization structure. It provides examples of different roles that could be included in an IM team, such as a program manager, project manager, business analyst, and information architect. It also presents sample organizational structures for large and small organizations. The conclusion emphasizes that the primary role of the IM team is to meet business needs and that IM expertise and flexibility are critical to the success of the team and structure.

1. Built For Success
Creating an Effective IM Organization Structure
Prepared for
Greg Clark, MBA
November 8, 2012
©2012 C3 Associates, Inc.

2. Overview
– Management Consulting firm focused exclusively on
Enterprise Content Management (ECM) and Information
Management (IM)
– Calgary based, Calgary focused
– Vendor neutral with strong expertise in all major ECM
platforms
– Focus on business case and business alignment first,
technology second
– Always act in the best interests of our clients
– Sometimes more software is not the answer
– Sometimes more consulting is not the answer
– Awards and recognition
– Alberta Venture Fast Growth 50 in 2011 and 2012
– Named one of Canada’s top 300 ICT firms in 2012
©2012 C3 Associates, Inc.

3. Mission
Our Mission
Objectively help our clients define and implement Information Management
strategies that enable operational excellence and support regulatory
compliance
©2012 C3 Associates, Inc.

4. IM Org Structures Explained
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5. What most people think it is…
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6. Complicated.
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7. What it definitely is not…
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8. ©2012 C3 Associates, Inc.

9. What it really is…
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10. ©2012 C3 Associates, Inc.

11. ©2012 C3 Associates, Inc.

12. Trends and Challenges in Content
Management
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13. The Enterprise Information
Challenge
Information Locked In Silos Information Overload
Inefficient Business Processes
Lost Opportunity
Wasted Time
Increased Costs
Some content courtesy OpenText Corporation
©2012 C3 Associates, Inc.

14. The Records 2. Not
1. Keeping
Management keeping
what we
Problem what we
need to
keep don’t need
to keep
3. Knowing when we’ve
successfully achieved
both of Associates, Inc.
©2012 C3
the above

15. Business Drivers
Operational Culture Regulatory Litigation
Efficiency Compliance Risk
• Support /
• Internal Improve
Management Information • Documents • Information is
Systems Sharing Culture needed in support retained as long
• Business/ of regulatory as needed but
• Support
Operational requirements are not longer
Organizational
documents Culture efficiently and (global retention
globally stored and globally managed schedule)
retrieved • Embed Good
Information • Content
efficiently
Management duplication is
• Streamlined Practices reduced
processes through
improved access
to reliable content
Efficiency / People Control / Risk Focus
Focus
©2012 C3 Associates, Inc.

16. IM – The Story So Far
The Solution(?)
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17. Source: McKinsey, “Six Ways to Make Web 2.0 Work”
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18. ©2012 C3 Associates, Inc. Source: John Mancini, AIIM 2012 Keynote

19. – Consumerization of IT
If I can do it at home,
why can’t I do it at
work?
– IS group feels the
need to respond to
business demand
– Cost pressures,
infrastructure
pressures, compliance
pressures
Adapted by AIIM International from “Schoolboy” c. 1881 by Samuel Albrecht Anker
©2012 C3 Associates, Inc.

20. Building a Capable, Flexible and
Responsive IM Team
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21. How Big Should Your
IM Team Be?
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22. It depends…
©2012 C3 Associates, Inc.

23. Recruiting Talent
Who should be on your IM team?
– Subject matter experts from information-rich business
functions are good internal candidates
– IM skills are a must!
– Ability to translate business information flows into IM
design is the secret sauce
– Need RM expertise but select for business acumen
– Need IT expertise but select for business acumen
– Technology is important but secondary to business
drivers
©2012 C3 Associates, Inc.

24. Your IM Team
– The following roles are a starting point, specific team
and roles must be tailored to your organization
– HR practices, organizational culture, project history and
org structure restrictions will drive how you set up your
IM team
– You WILL work with other groups to implement IM (eg.
IT infrastructure and security teams, Legal, HR, etc.)
– Roles are technology-neutral
– “Teams” can be a team of one
– Multiple roles can be consolidated and performed by a
single person
©2012 C3 Associates, Inc.

25. Roles
Steering Committee
• A “Board of Directors” for
your IM Program; should
be senior executives
(ideally C-level)
• Accountable for ensuring
IM Program aligns to high-
level business objectives of
the organization
• Help communicate IM
objectives to their line
teams
©2012 C3 Associates, Inc.

26. Roles
Program Sponsor
• IM “champion” at Executive
level
• Ensures program
deliverables meet the
objectives of the project
and deliver value to the
organization
• More actively involved in IM
program; receives weekly
updates at minimum
• Reviews budget, provides
guidance may approve
budget
©2012 C3 Associates, Inc.

27. Roles
Program Manager
• Drives creation and execution of IM
strategy
• The “face” of the IM program;
Liaison between sponsors, team and
business users
• Develop methodologies, best
practices and templates to facilitate
the establishment, delivery and
maintenance of the program
• Establishes and oversees vendor /
partner relationships
• Identify, track and act upon key
metrics
©2012 C3 Associates, Inc.

28. Roles
Project Manager
• Responsible for establishing scope, budget,
timeline, deliverables, communication, test
and training plans
• Input into governance activities; often
implements governance projects,
information architecture
Business Analyst
• Requirements gathering
• Business taxonomy, security and
community model design
• User acceptance testing
• Input into training design (may also deliver
training)
• Input into / participate in end user support
©2012 C3 Associates, Inc.

29. Roles
Information Architect
• Lead creation of information architecture
(metadata model, security model, folder
structure)
• Good opportunity to bring in outside
expertise
• Must work closely with the team and
business stakeholders to ensure business
outcomes are first and foremost in any
design
• Consider a “think global, act local”
approach to Information Architecture
©2012 C3 Associates, Inc.

30. Roles
Solution Architect
• Subject Matter Expert in the IM tools in
used in your organization
• Designs technical solution per
requirements gathered and may
participate in configuring solution
• May “live” in IT but must have strong
understanding of business requirements
and considerations
• Frequent and open conversations between
BA, IT and Solution Architect
©2012 C3 Associates, Inc.

31. Roles
Information Governance Team
• Governance - Lead the
development of policies,
processes, procedures,
standards and guidelines
required by the IM program
• “Go to” team for information
lifecycle questions (eg.
exceptions to retention
schedule)
• May include traditional RM
functions
©2012 C3 Associates, Inc.

32. Roles
Change Management, Training
and User Support
• Change Management – Design
and implement change
management and
communications
• Training – Plan, design and
deliver end user training
• User Support - Support
adoption of IM practices and
tools, including measurement,
monitoring, post-
implementation expert user
plan and sustainment
©2012 C3 Associates, Inc.

33. Roles
Subject Matter Experts
• Each industry will have specific
IM skill requirements (Eg.
Engineering document control,
document imaging, regulatory
approval process etc.)
• Usually sourced from the
business as internal consultants
• Seconded from business or
members of project team
• Often become expert users
• Outside expertise may be
available
©2012 C3 Associates, Inc.

34. Roles
Expert Users
• Members of the business
• Form part of your Expert User
community going forward
• Specially trained to support
local users and provide
feedback to the IM team
• Often create an online
community for feedback
• Regular face-to-face
meetings
• Focal point for continual
improvement
©2012 C3 Associates, Inc.

35. Roles
Technical Team
• Implement technology, build technical solutions
and provide overall technical guidance
(architecture, technical standards etc.)
• Working in conjunction with the IT infrastructure
team, manage the platform
• Availability, Backup and Recovery plans,
Maintenance, Monitoring and Provisioning plans
• Testing, testing, testing
• Work closely with Business Analysts, Solution
Architects and Change Management team to
ensure technical solutions meet business needs
(also that business needs are realistic and
prudent with current technology)
©2012 C3 Associates, Inc.

36. Sample Organizational Structures
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37. Large Organization – 10,000+ Employees
?
VP
Technical Operations and
Competence
Director
Information and Knowledge
Management
Manager Manager
Manager Manager
Manager Asset Integrity Knowledge
Information Projects and
Document Control Management Management and
Governance Operations
(Structured Data) Collaboration
Information Records Change Mgmt,
BU Doc Control Lead BU Doc Control Lead Analysts Projects KM&C Analysts
Governance Analyst Administrator Training and
+/- 15 FTE +/- 15 FTE +/- 4 FTE Lead 2 FTE
+/- 7 FTE +/- 15 FTE Support
Trainers – 5 FTE
BU Doc Control Lead BU Doc Control Lead Information BU Records PM/BAs
Change Mgrs – 4 FTE
+/- 15 FTE +/- 15 FTE Architect Coordinators +/- 8 FTE
Suppt – 4 FTE
ECM Infrastructure
Solution
and Development
Architect
System Admins,
Developers
+/- 15 FTE
IT Department
©2012 C3 Associates, Inc.

38. ©2012 C3 Associates, Inc.

39. Small Organization – ~500 Employees
Steering Manager -
Committee Information Technology
ECM Program Manager
ECM
Governance, Change Solution Designer Project Manager /
Operations Team
Management (Part Time) Business Analyst
(Sys Admin, Developer,
and Support
Infrastructure)
Project Manager /
Business Analyst
Vendor / Technical
Partner
Project Manager /
Business Analyst
©2012 C3 Associates, Inc.

40. Conclusion
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41. ©2012 C3 Associates, Inc.

42. Conclusion
– Primary role of your IM team is to meet business
needs
– IM expertise is critical
– Flexibility is key
– Avoid “Technology X is the answer, now what’s the
question?” problem
– Your IM org structure must meet the unique needs
and culture of your organization
©2012 C3 Associates, Inc.

43. Thank You!
Greg Clark
greg.clark@c3associates.com
(403) 863-5998
www.c3associates.com
@GregClarkC3
©2012 C3 Associates, Inc.