Alphabet Soup
Content Management Technologies and Alphabet Soup: 26 Tips for Success Games
Content management technologies advance so quickly that it is difficult to keep up. Of enterprise content management (ECM) to electronic document management (EDM), Business Process Management (BPM), Business Intelligence (BI) EDRM (electronic document and records Management), Records and Information Management (RIM) and above, the technology seems increasingly a bowl of alphabet soup. So many acronyms floating around that it is difficult to know what order the letters in place and what they have played.
Whether you are scanning files for historical reference, providing access to information via a customer portal, or in the middle of enterprise-wide process, there are standard steps you should take that will help you to succeed. No matter what your acronym spells or solution what your goals are, these 26 steps should be implemented and revisited throughout the project implementation. If you miss one, your project is a little different than what you hope. How and when each tip to you, but be sure to use them all!
Align your business and IT objectives. Some of the biggest project failures are the result of a mismatch. IT role is to support business objectives, but IT resources are often strained. Feed each other. Negotiate.
Budget carefully. Software and hardware alone can not represent Total Cost of Ownership (TCO). Adjustments, disaster recovery planning, training and tests costs. Plan accordingly.
Working with your department managers. Set business goals, even if you begin with a departmental project. Think globally. Otherwise, you'll find yourself unnecessary rework projects.
Document your business carefully. Diagram of the steps in each process. Knowing where processes intersect and documents. Look for duplication that could be simplified or abolished.
Evaluate the project goals against One of your company-year, 3-year and 5-year vision. Know where your company and your department to be in the future. Does your project support these goals?
Fighting for doing things right the first time. It is better to use a smaller project and do it right than not the end goals. Choose a painful process first, or one where the automation will produce significant ROI.
Sighting employee willingness to change. Resistance can lead to sabotage. Keep your employees in the dark about your goals. Show your employees how you intend to help them succeed.
Hire external services where you do not have time, skills or resources. If too many delays, hiccups or delays, your project is missing deadlines, will not be taken seriously and may increase the risk irrelevant.
Involve your staff. Understand, improve and automate processes requires some knowledge of every aspect of your company. Getting to the bottom of how things really work requires everyone's help.
Judge no one. You can not embrace any scheme for improvement, but you must be creative ideas. If you are a couple of squash, you can listen to the voices of your potential. Be a good listener.
Keep nothing that is not essential. If there is not a Act under which you hold a document and you know it is not important for legal, historical or business reference rid of. No more mess!
Learn what you can from peers and colleagues. Contact others who have implemented similar solutions. What advice they have from their experiences? What would they do differently?
Maximize efficiency wherever possible. Similar information is collected for multiple departments? More people involved in a process need? May form or steps are condensed or eliminated?
Notify your supplier immediately if expectations are not met. Most problems arise from miscommunication, not poor technology. Problems while they are small. Do not let them fester.
Orchestrate efficiency with smart integration. Recycle useful information the value has the information technology are connected. Otherwise you're underutilizing your data.
To prepare staff for change. Make sure you not only a training in place, early and often communicate with employees on your concerns. Remember, you want them to succeed. Help them to do it.
Ask how things are and made improvements. Just because you've done something a certain way for years does not mean that it is still relevant. Automating bad processes more quickly, not better.
Review goals regularly and make adjustments. Although it is important to stick to your vision, sometimes things are discovered halfway through that demand reconsideration. Schedule periodic evaluations.
Start small (but think big). Although technological projects should be designed with enterprise goals in mind, start small and build on every success. Set realistic, achievable goals. That employees value.
Test, test, test. Whether you're scanning documents, automating routine processes, or mechanizing your retention program, make sure it works. Testing is relatively inexpensive. To fix things later is expensive.
Understand the needs of everyone in the team. Encourage ideas for continuous improvement. Plan face time as a group as diverse needs and possible solutions are discussed. Keep an open mind.
Check what you think you understand. Reformulate goals with the following steps. Clarify who is responsible for what, by that time, and resources required. Set expectations and results in writing.
Work diligently toward your goals. Internal demands can distract personnel from the objectives of the project. Give employees the time and resources they need to stay focused. If you can not, hire a dealer or other qualified help.
Xerox shall not more. Capturing information at the beginning of the information cycle upon creation or receipt, not at the end of your processes. Otherwise you're losing money unnecessarily and efficiency.
Yield cost savings with great caution. If you budget for your hardware, software, integration, upgrades and personnel needs carefully, and put all the odds to write you should not be cut.
Zero on success. Mark milestones. The frame of your first shredded file. Hand out t-shirts at ROI is achieved. Give a pat on the back. Show appreciation to encourage repeat performances. To celebrate!
About the Author
Laurel Sanders joined Optical Image Technology as the Director of Marketing in August, 2004 and was named Director of PR and Communications in January of 2008. Business articles by Laurel have been featured regularly in imageSource, Office World News, TAWPI’s today, document, and ECM Connection. www.docfinity.com
Can eating Campbell's alphabet soup cause consonantipation or irritable vowel syndrome?
Ha Ha Ha. Try a Cheerios.
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