By TK Train

Enterprise content management (ECM) is not a silver bullet. It does not solve the problems surrounding managing and using your information overnight. It is not implemented in a day. One does not implement all aspects of ECM at the same time. When a true ECM strategy is developed, it becomes part of the company’s strategic plan for sustainability, cost containment, and competitive advantage. The place to start the process is to understand what information is created and stored. Find out what, where, why, how, and volume. Discover where there is duplication of effort in storing the same information – chances are the differing areas need the information for different needs. Identifying what and where information exists, and understanding the user’s needs, will serve as the beginning of the business requirements documentation.

Once this is accomplished, a legal and regulatory-based records retention schedule and policies and procedures should be developed. The policies should govern BOTH paper-based and electronic information. Employees should be trained to understand how to handle information. From the inventory of information in the company, a risk analysis should be conducted to find out what the biggest pain point or risk is for the company. Is it email management, Web content management, inventory control, customer relationship management, or something else? When developing an ECM strategy, a company wants to target the area that either is costing the company the most money or puts the company at most risk and can show a quick return on investment (ROI).

In medical device manufacturing, it might be quality system and regulatory compliance records, in a company regulated by the SEC, it might be their financial reporting, stock transfers, and other investment records. In a telecommunications company it might be customer service, sales, number porting, etc. Certainly customer support is high on every company's list these days, regardless of industry and regulation bodies.

Once an area is discovered that has a quick and solid ROI, plan to use that area as a pilot. Determining which system will fulfill your company's needs now and is expandable for the future is critical. Don't skimp on this process or choose a product just because IT has a relationship with them already or because it is the cheapest solution. “You get what you pay for” is not just a cliché. On the other hand, you don't have to buy the most complex, expensive system there is. It must suit your needs now and for eventual expansion to the rest of the company. Always keep your eye on the final vision, the big picture, even if you are implementing only a part of it now. If you don't, you may find you have bought something that will require considerable customization when you roll it out to other geographies or other business units. During this process; there is no such thing as a dumb question.

Be sure to develop an implementation plan for this year and a high-level plan for the next 3 to 5 years. The plan should include other functionality, geographies, business units, etc. Include the time line and estimated costs so that your IT approval board and senior management teams can make educated decisions and there are as few surprises as possible. Will there be some surprises? You bet. You can cover everything you can think of, but there will always be something you didn't think of. You don't know, what you don't know... so plan for it.

Once the plan is approved (and realize it will be changed a bit from what you originally submitted) then the real work begins. At every step of the way, you must include your stakeholders. You must be sure to have a good relationship and rapport built. This begins with understanding the language and agreeing on the definitions of terms. Common issues with words such as record, document, archive, life-cycle, work flow, process, etc. are going to happen. Develop a glossary, agree on it, and stick to it, or you will have scope creep before you know it.

Agree on the time lines for development, testing, and implementation. Have all your stakeholders sign off their acceptance and agreement at every step of the way. This process can get very political and fall into the trap of “he said, she said, they said, we said, they won't, we won't, they did, they didn't, we did, we didn't, etc...” Ensure that if your system needs to be validated according to regulations that it is done completely and any deviations are documented and revisited.

Following this method will get you well on your way to a successful ECM implementation. It is not a silver bullet, it NEVER goes as smoothly as you would like, but undertaking this task builds character and a GREAT sense of achievement when you are finished. Last but not least, remember, not everyone will like it... after all, change is very difficult for some.

TK Train (tk.train@imceds.com) is a board member with AIIM.