Now, beginning at number 5, we take a look at the Top 5 Risks When Implementing ECM.

Risk #5: Underestimating the effort to migrate content

Migration for content from an unmanaged, unstructured environment is not to be taken lightly. Think about this for a moment and just look at the way you currently store information on your PC and shared network drives. You have everything sorted and structured your way but could anyone else easily navigate through it all to find what they need? In fact do others have a filing and taxonomic structure that is identical to yours? Unlikely, which underscores one of the challenges of migration. How do you bring all of that information into an ECM environment under the new classification scheme using common taxonomies?

Putting that aside, what about your email and the growing mass of information that resides within the inbox and other email folders? How do you move that information into the ECM environment and even more challenging yet, how do you get employees to change their way of working with email and embrace the use of the ECM environment for this purpose? You now need a solid change management program and approach to work with them in understanding why it is a good thing and how to effectively use the software tools to accomplish this task with minimal effort.

Let us not forget the non-electronic world of paper based information. Warehouses full of boxes containing huge masses of information that is essential to your business. The question here is one of value v cost and taking an approach to convert this information in order to migrate into the new electronic world. Or do we? It really comes down to a business decision rather than one of technological feasibility.

Risk #4: Uneven use resulting from poor procedures and enforcement.

ECM will change the way we work the question is how well we address this part of the implementation. We must take into consideration that many of our internal processes will change or need to be changed due to the way we will now store, manage and access information.

We must carefully look at the process; identify information flow and what happens to this information along the process. Where does it come from? Who touches it? Why do they touch it? What do they do with it? Where does it go from here? All the while, we know there are also people in this process carrying out specific activities in an effort to support some final goal which could be something like generating an expense check. Identifying process and people, providing training and support are all essential to the successful implementation of an ECM environment.

One way to ensure this success is to also put into place some enforcement mechanisms that address non-adherence to the new policies and procedures.  Removing alternatives is always an option. If your organization plans to minimize paper use, perhaps removing printers or at least access to them would be an effective measure. If you are trying to limit the amount of storage allocated to each employee, you might limit the amount of space available to them at levels where they will have no choice but to utilize the ECM environment for their business materials.

Risk #3: Internal Politics

The political climate of some organizations can at times be difficult to identify, understand and manage. Lack of support from senior management or your peer groups often is the result of unclear linkage to the overall goals of the organization or clarity of the project’s strategic value. Projects are often placed on the backburner in lieu of other projects or lose momentum from lack of exposure or reinforcement of the project’s purpose.

Using a strong business analysis approach to understand the organization’s strategic vision, operational goals and tactical challenges is a vital first step. Once we understand these areas, we can link the benefits of our ECM environment directly into this model, addressing each and every level. An example might be that tactically the ECM environment will address our 24/7 access issues, helping to deliver the operational goal of providing full access anytime, anywhere and meeting our strategic vision of unlimited, global customer support.

Even at this, we still need to constantly communicate our project objectives, status and success.

Risk #2: Lack of training for internal staff

This may seem like a simple thing to address but often times it is one of the items that are thought about in the end and not in the beginning. Many ECM implementations are reactive in nature meaning there is a driving force moving this project to happen now, without delay. Vendors are sought, products are bought and installed and then training begins.

We know training should begin as early as possible regarding policies and procedures to prepare the workplace for the new changes. We also know that many times an application is taught well ahead of the actual rollout causing a lot of angst for the helpdesk and users. Depending upon the scope and complexity of your project, you may want to consider just in time training for the application while policy and procedure can take place in advance.

We must also remember that it is not just the user who needs training. Helpdesks must be prepared for the onslaught of calls in the early stage implementation and systems administrators on how to maintain the system. After all, it is they who are responsible to keep it all running for us. This includes user set-up, backup and recovery, troubleshooting and escalation procedures if needed.

And now, the #1 Risk When Implementing ECM: Underestimating process and organizational issues

Have you noticed that none of these issues is focused on the technology? Even here with the number one issue we see that it is focused on process and the organization. From a process perspective it deals with the impact an ECM implementation will have on the process and how quickly users will accept this new way of working. People inherently do not like change from a comfortable way of doing things if that way seems to work. The question is always one of does it meet our current needs? If we address this early on by including the user community in our project from the very beginning, it will help in our effort by gaining support.

This also helps us identify organization readiness and commitment to our project. When we get a team in place and garner user involvement we will find out rather quickly how ready and willing the organization is for change and also the level of support and commitment not only from the users but management as well. This is a point that eludes many but is such a simple formula. If your project is aligned to the overall strategic goals of the organization, addressing the tactical and operational challenges to meet that goal, and the team assembled is a cross functional team representing each segment of the organization impacted by the project, your chances of success are greater. Involve users early, align the project scope to meet the organizational goals and drive to implement a successful ECM environment.

I know, at this point you are saying right, a simple formula, what can I do now to evolve and move toward success?

Conduct an Information Survey

Determine your information holdings and develop an approach to migration. What do you have? What do you have to have or keep and in what format do you want to keep it?

Establish and Enforce Information Governance

Policies, procedures and elimination of alternatives are a good start. Set your policies and procedures in place, making sure they will support the business goals and not impede them. Involve and then train your employees and eliminate any alternatives that may tempt them not to change.

Gain Project Sponsorship

You will need to develop a strong business case. I always like to start with a concept of operations or conops, to present the organizational vision and proposed steps needed to support this vision both operationally and tactically. This is a good tool to gain support and focus on the project objectives and becomes the starting point or executive overview to the business case where you begin to add the details.

Develop Communication and Training Program

Project status, policy, procedure, product and training are all vital to the success of your implementation. You need to develop and maintain a line of communication throughout your project. This might include a website, blog, or regular emails to all interested parties. This approach provides a sense of openness and ownership while also providing a good vehicle to gather feedback.

Assemble Cross Functional Project Team

Senior Management, users and IT are essential but you may also consider and other organizational segments like Human Resources, Legal and finance as well. In this way, you have a solid team that will help in the guidance and support of your implementation.

In Conclusion

Most of the problems cited were not technological but organizational and change management related. It is important to have a strong team and solid focus to keep your project aligned to the corporate vision and maintain the levels of support needed to succeed.

The AIIM training programs are designed to provide you with a holistic perspective that addresses not only technology but people and process as well. I encourage you to act now and contact AIIM or visit our website and investigate further how we can help you in addressing the key issues of an ECM implementation.

Bob Larrivee – Director of Educational Services for the Americas - AIIM