your organization’s document or records management implementation?
Implementation
Source:
AIIM ECM
SurveyFebruary, 2009
All respondents (284)
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Презентация на тему Global best practices for implementing ECM using the open methodology MIKE2
Содержание
- 2. Which 3 of these typical problems have
- 3. The MIKE2 Methodology"MIKE2 (Method for an Integrated
- 4. MIKE2 Phases (description)Phase 1 - Business assessmentPhase
- 5. © AIIM | All rights reservedMIKE2 Phase 1Source: http://mike2.openmethodology.org
- 6. Conduct initial direction setting with sponsorSponsor needs
- 7. Programme charter: Overall approachShould be developed in
- 8. DriveDriveSupportEmbodied inDefining organisational behavioursOrganisational behavioursGuidance & ProtocolsWhat
- 9. Organisational QuickScan for information developmentAnalyses current-state of
- 10. Strategic business requirementsEstablishes the overall set of
- 11. Strategic business visionDefines what organisation wishes to
- 12. Business blueprintKey deliverable of MIKE2Final strategic analysis
- 13. Eat the elephant one bite at a
- 14. Prioritise requirementsRefines the strategic information requirementsDetermines the
- 15. Linking tactics to strategy Users / other
- 16. Business blueprint componentsArranged in key sectionsExecutive summaryHigh-level
- 17. © AIIM | All rights reservedMIKE2 Phase 2Source: http://mike2.openmethodology.org
- 18. Technology assessmentConcentrates on the technical aspects of
- 19. Business drives technologyPhase 1 and 2 parallelismPhase
- 20. How to produce requirements: Overview5 main stages1.
- 21. Conduct gap analysis of current-state and future-state
- 22. © AIIM | All rights reservedMIKE2 Governance modelSource: http://mike2.openmethodology.orgImproved Governance and Operating Model
- 23. Why information governance?Accountability for organisation’s information assetsGood
- 24. An information governance framework (IGF)A sound IGF includes© AIIM | All rights reservedPoliciesProcessesPeopleTools & technologyStandardsAudit
- 25. The role of ECM in information governanceECM
- 26. Continuous improvement© AIIM | All rights reservedPrevent
- 27. MIKE2 Phase 3 RoadmapRoadmap© AIIM | All rights reserved
- 28. Project roadmap overviewProject roadmap is the guide
- 29. Identify and prioritise project risksWith each
- 30. MIKE2 Phase 3 Foundation activitiesSoftware development readinessEnterprise
- 31. Foundation activities (1)Focused on ensuring that the
- 32. Foundation activities (2)Technical and design foundationsIterativeRisk assessment and management© AIIM | All rights reserved
- 33. Taxonomic needs assessmentSource: Dave Snowden© AIIM | All rights reservedCynefin framework
- 34. Developing a taxonomyIdentify stakeholdersDefine purposeDetermine approachCollect informationDevelop schemePilot schemeDeploy schemeGather feedback© AIIM | All rights reserved
- 35. © AIIM | All rights reservedMIKE2 Phase 4Source: http://mike2.openmethodology.org
- 36. Identify training and administration guide requirementsUsed to
- 37. Develop outlines for operational manualsThere will be
- 38. Design backup and recovery proceduresIf your solution
- 39. Business value of prototyping© AIIM | All
- 40. All users have raised expectations© AIIM | All rights reservedSource: Apple iTunes Music StoreSource: NetFlix
- 41. MIKE2 Phase 5DevelopTestingTrainingDeployOperateOngoing improvementCloseout© AIIM | All rights reserved
- 42. Develop user support documentationCreated to provide step-by-step
- 43. Develop operations support guidesIntroductionDocument distribution listDocument change
- 44. Technology backplane developmentMaking this available as soon
- 45. User testingPilots and model offices are popular
- 46. Model offices & pilot: BenefitsTechnical evaluationFunctional testingSystem
- 47. Production deploymentPost-pilot and/or model office work, the
- 48. Deploy software to productionSolution is ready to
- 49. Evaluation and launchPost technical deployment is the
- 50. Training feedback loopCollect feedbackAt the timeAnd laterReview, learn and improveReviewLearnImprove© AIIM | All rights reserved
- 51. Importance of change readiness assessmentOrganisational change will
- 52. Best practices for implementing changeChange needs to
- 53. Creating user “wins”Early wins create a “Yes”
- 54. Скачать презентацию
- 55. Похожие презентации
Which 3 of these typical problems have affected your organization’s document or records management implementation? ImplementationSource:AIIM ECM SurveyFebruary, 2009All respondents (284)
Слайд 2 Which 3 of these typical problems have affected
your organization’s document or records management implementation?
SurveyFebruary, 2009
All respondents (284)
Слайд 3
The MIKE2 Methodology
"MIKE2 (Method for an Integrated Knowledge
Environment) is an Open Source methodology for Enterprise Information
Management"Source: mike2.openmethodology.org
Developed by BearingPoint, released as Open Source under Creative Commons
Meant to be repeatable and deliver working systems quickly, following trends in manufacturing and commercial software development
Continuous improvement (Lean)
Repeating implementation cycles (Agile)
© AIIM | All rights reserved
Слайд 4
MIKE2 Phases (description)
Phase 1 - Business assessment
Phase 2
- Technology assessment
Phase 3 - Information management roadmap
Phase 4
- Design incrementPhase 5 - Incremental development, testing, deployment and improvement
© AIIM | All rights reserved
Слайд 6
Conduct initial direction setting with sponsor
Sponsor needs to
provide insights
Difficult or impossible to do everything at once
Scale
of changeNature of the impact to the organisation
Cost
Scope can be defined across a number of dimensions
Geographic
Organisational
Legacy content
Information types
Information classes
Timescales
Prioritisation is key
© AIIM | All rights reserved
Слайд 7
Programme charter: Overall approach
Should be developed in 3
stages
Current-state
The environment
The principles & the future-state
Future-state
Produce initial model
Identify and
consult stakeholders across the organisationReview and revise
Environment: Develop high-level descriptions of
Organisational behaviours
ECM support organisation structure
ECM processes & instruments
© AIIM | All rights reserved
Слайд 8
Drive
Drive
Support
Embodied
in
Defining organisational behaviours
Organisational behaviours
Guidance & Protocols
What we use
the
infrastructure FOR
The WAY we use
the infrastructure
© AIIM | All
rights reserved
Слайд 9
Organisational QuickScan for information development
Analyses current-state of organisation
across multiple facets to identify the baseline for the
organisationAids in planning what it will take to get to the future-state vision
Assessments
Application portfolio and functionality
Information flow
Information delivery
Information maturity and infrastructure maturity
Economic value of information
Information processes
People skills and organisational structure
© AIIM | All rights reserved
Слайд 10
Strategic business requirements
Establishes the overall set of strategic
business requirements (business case) that translate into high level
information requirementsForms the basis for scoping the programme
Strategic business vision
Strategic critical success factors (CSFs)
Strategic key performance indicators (KPIs)
Strategic success measures
Strategic change drivers
© AIIM | All rights reserved
Слайд 11
Strategic business vision
Defines what organisation wishes to achieve
in the Future-State
Done by interviewing executives via scripts to
captureBusiness objectives
Competitive forces of concern
Differentiation and positioning statements
Major customers, buying habits and cycles
Major suppliers and incentives
Major competitors, substitutes and discriminators
Industry and historical supply chains
Success factors
© AIIM | All rights reserved
Слайд 12
Business blueprint
Key deliverable of MIKE2
Final strategic analysis and
synthesis of business assessment work
Completes and formalises the business
visionCompletion of business blueprint results in
Prioritised requirements
Programme plan
Business case
Programme blueprint
© AIIM | All rights reserved
Слайд 13
Eat the elephant one bite at a time
Go
for specific projects, one at a time
Each project addresses
portion of ECM producing business valueStart with something nutritious, not small and convenient
Produce business case for each of these projects separately
© AIIM | All rights reserved
Слайд 14
Prioritise requirements
Refines the strategic information requirements
Determines the sequence
of projects
Strategic vs. tactical
Within scope and outside of scope
Ranking
done via group workshops with executives who provided initial feedbackWith guidance of sponsor and stakeholders as appropriate
Focus is on business requirements, not technology requirements
Results in a list of work opportunities for the project
© AIIM | All rights reserved
Слайд 15
Linking tactics to strategy
Users / other
stakeholders
Management
/
executive board
Business area managers
Operational
(Consequential impact)
Tactical
Strategic
(C-level)
(Balanced scorecard)
© AIIM |
All rights reserved
Слайд 16
Business blueprint components
Arranged in key sections
Executive summary
High-level programme
plan
Business case
Strategic case
Economic case
Funding case
Commercial case
Project management case
Future-state conceptual
architectureAppendix
© AIIM | All rights reserved
Слайд 18
Technology assessment
Concentrates on the technical aspects of your
strategy
Technology blueprint
Strategically ties the business requirements developed in Phase
1 to a logical and physical information architectureCompletes the “strategic programme blueprint”
Defines the overall programme delivery plan that provides the starting point for the continuous implementation phase
Refines the business requirements through ECM
Defines the technology architecture
Puts standards and technical infrastructure in place to support the software development process
© AIIM | All rights reserved
Слайд 19
Business drives technology
Phase 1 and 2 parallelism
Phase 1
deliverables must be completed before phase 2 can be
completedSpecifically, phase 2 requires the following from phase 1 before a full infrastructure can be prescribed:
Business vision
High-level business case
High-level information processes
Scope of key systems
© AIIM | All rights reserved
Слайд 20
How to produce requirements: Overview
5 main stages
1. Plan
2.
Gather
3. Analyse
4. Document
5. Agree
Some stages are iterative and parts
of entire process can be iterative© AIIM | All rights reserved
Plan
Gather
Analyse
Document
Agree
Слайд 21
Conduct gap analysis of current-state and future-state
Identify
key gaps between current-state architecture and future-state
Where will new
capabilities be needed?What are those requirements?
Becomes basis for RFP and vendor selection
© AIIM | All rights reserved
Слайд 22
© AIIM | All rights reserved
MIKE2 Governance model
Source:
http://mike2.openmethodology.org
Improved Governance and Operating Model
Слайд 23
Why information governance?
Accountability for organisation’s information assets
Good governance
Ensures
compliance with regulations and legislation
Enables productivity improvements
Enables organisation to
respond to change and new opportunitiesHelps information exchange with customers, partners and providers
Sustains good information management practices
© AIIM | All rights reserved
Слайд 24
An information governance framework (IGF)
A sound IGF includes
©
AIIM | All rights reserved
Policies
Processes
People
Tools & technology
Standards
Audit
Слайд 25
The role of ECM in information governance
ECM environment
is
Key tool for Information Governance
Repository for corporate memory
ECM
systems depend on creation and maintenance of ‘Content Management Instruments’, including:Reference data (taxonomy, thesaurus, etc.)
Metadata standard for information, including documents, records, and websites etc.
Security and access classification scheme
Disposition schedules
© AIIM | All rights reserved
Слайд 26
Continuous improvement
© AIIM | All rights reserved
Prevent
Risk
assessments
Training
Policies & procedures
Executive commitment
Detect
Audit
Ombudsperson
Monitoring
Respond
Investigation
Communication
Improvements
Employee discipline
Compliance Framework
Respond
Prevent
Detect
Слайд 28
Project roadmap overview
Project roadmap is the guide for
the entire project
In each iteration of phase 3-5 however,
it is the restricted guide for the requirements and level of detail involved in a SINGLE iterationTasks
Define overall release functionality
Identify and prioritise project risks
Identify infrastructure dependencies
Identify design dependencies
Define acceptance procedures
Define detailed project plan
© AIIM | All rights reserved
Слайд 29
Identify and prioritise project risks
With each iteration,
re-examine risks for iteration and project as a whole
©
AIIM | All rights reserved
Слайд 30
MIKE2 Phase 3 Foundation activities
Software development readiness
Enterprise information
architecture
Taxonomy design
Metadata development
Solution architecture definition/revision
Prototype the solution architecture
© AIIM
| All rights reserved
Слайд 31
Foundation activities (1)
Focused on ensuring that the environment
is ready and that basic solution decisions have been
madeImportant to establish at the beginning of each design, develop, deploy increment
Primarily focused on understanding information issues, resolving these problems and defining target content models
If not conducted first, other subsequent implementation work is likely to fail
© AIIM | All rights reserved
Source: http://mike2.openmethodology.org
Слайд 32
Foundation activities (2)
Technical and design foundations
Iterative
Risk assessment and
management
© AIIM | All rights reserved
Слайд 33
Taxonomic needs assessment
Source: Dave Snowden
© AIIM | All
rights reserved
Cynefin framework
Слайд 34
Developing a taxonomy
Identify stakeholders
Define purpose
Determine approach
Collect information
Develop scheme
Pilot
scheme
Deploy scheme
Gather feedback
© AIIM | All rights reserved
Слайд 36
Identify training and administration guide requirements
Used to estimate
training needs
Varies depending on complexity of the system, amount
of change to the organisation required and ability of users to absorb the materialQuestions answered
What is the nature of the audience and the contexts they will be using the ECM environment?
Who will need the documentation, at what level, when and why?
Typical targets for training
Departmental users
System operators
Management
© AIIM | All rights reserved
Слайд 37
Develop outlines for operational manuals
There will be multiple
operational manuals, targeted at the specific audiences identified
Typical examples
User
procedures manual – for specific business functionsOperations procedures manual – for technical operations
Desk procedures – how to do specific business jobs using the system
Tasks
Examine existing operational manuals for corporate standards
Determine satisfaction with existing manuals
Based on identified requirements, build outline, vet with audience
© AIIM | All rights reserved
Слайд 38
Design backup and recovery procedures
If your solution is
based on a single provider, single repository - in
a word, simple - fairly straightforwardDistributed, federated, integrated solutions exponentially more complex
Dirty secret of the ECM industry that backup and recovery is exceedingly difficult
Multiple repositories, integration paths, databases, indices, linkages between documents and repositories
Best approach
Closely work with solution provider and/or integrators to design and verify backup and recovery will actually work
© AIIM | All rights reserved
Слайд 39
Business value of prototyping
© AIIM | All rights
reserved
Cumulative
business value
time
uncertainty decreases over time
Source (top): Barry Boehm
Source (bottom):
Jeff Patton, www.agileproductdesign.comuncertainty
Слайд 40
All users have raised expectations
© AIIM | All
rights reserved
Source: Apple iTunes Music Store
Source: NetFlix
Слайд 41
MIKE2 Phase 5
Develop
Testing
Training
Deploy
Operate
Ongoing improvement
Closeout
© AIIM | All rights
reserved
Слайд 42
Develop user support documentation
Created to provide step-by-step documentation,
with appropriate screenshots, to illustrate an entire process or
taskSupplements any automated processes implemented within the system
Keep in mind how documentation is intended to be used in YOUR environment
Stand-alone reference manual
Basis for live or on-demand training
Develop at level of detail necessary for final use
© AIIM | All rights reserved
Слайд 43
Develop operations support guides
Introduction
Document distribution list
Document change process
Application
overview
Production environment
Production architecture overview
Production environment components
Application servers
Web servers, etc.
Security
Server
security configurationsSecurity log reviews
Guidelines for access
Account administration
Data centre procedures
Startup/shutdown
Job scheduling
Monitoring & logging
Load balancing
Problem management
Change management
Vendor management
Backup/restore procedures for application components
System maintenance
Print services
Failure
Appendix A - User account setup process & access rights
Appendix B - Service level agreements
Appendix C - Contact matrix
Appendix D - Software versions list
© AIIM | All rights reserved
Source: http://mike2.openmethodology.org/wiki/Operations_Procedure_Outline_Deliverable_Template
Слайд 44
Technology backplane development
Making this available as soon as
possible is critical for the development of ECM system
Provides
“developer ready” environment to build and test system based on work done in foundation activities and designAcquisition and training of developers was covered in phase 4
Tasks
Implement target repository
Develop content interface components
Develop process/automation components
Develop metadata management integration
Develop infrastructure management processes
© AIIM | All rights reserved
Слайд 45
User testing
Pilots and model offices are popular approaches
Refine
design and implementation of new ecm-enabled environment by directly
involving usersPilot approach
Trial of ‘draft’ proposed environment
Uses a small subset of users
Usually in their normal working environment
Model office approach
More of a ‘laboratory’ environment - somewhat rare
Typically used to ‘get it right’, before moving to a pilot
© AIIM | All rights reserved
Слайд 46
Model offices & pilot: Benefits
Technical evaluation
Functional testing
System integration
testing (SIT)
End-to-end testing (E2E)
Stress and volume testing (SVT)
Functionality evaluation
Does
it do all that is specified and required?Finalise environment
Ensure all aspects of environment are defined
Establish and ‘freeze’ a configuration for roll-out
Training development
Develop and assess training materials and methods
Train the trainers, help desk staff, floor-walkers
etc.
© AIIM | All rights reserved
Слайд 47
Production deployment
Post-pilot and/or model office work, the environment
finally reaches a deployment-ready state
Final steps for deployment involved
finalising how the solution will be deployed technically for production useTasks
Define distribution and installation method
Deploy baseline production environment
Deploy software to production
© AIIM | All rights reserved
Слайд 48
Deploy software to production
Solution is ready to be
released into production, with final evaluation and launch of
the solution to the target communitiesProduction and operation procedures should be up and running alongside the infrastructure itself
© AIIM | All rights reserved
Слайд 49
Evaluation and launch
Post technical deployment is the final
evaluation, scheduled launch and post-launch verification and support
Transfers operations
and support from the development/project team to operations personnel for solution moving forwardContingency plans for any issues in final testing and launch should be in place and ready to activate, should any severe issues be identified
Validates that system is truly ready for rollout
© AIIM | All rights reserved
Слайд 50
Training feedback loop
Collect feedback
At the time
And later
Review, learn
and improve
Review
Learn
Improve
© AIIM | All rights reserved
Слайд 51
Importance of change readiness assessment
Organisational change will always
appear threatening
People think of job security
Some enterprises more
freely disseminate information regarding change and strategy than othersYou need to assess your enterprise’s readiness to change
Readiness of management and the workers affected by the change
How technology is used (or not) within the organisation
QuickScans and early assessments of Phase 1 provide diagnostic tools, while this module is focused on enabling necessary change
© AIIM | All rights reserved
Слайд 52
Best practices for implementing change
Change needs to be
managed, but there are many different methods for this
However,
these methods share common themesMost important theme: change occurs in the context of the enterprise’s natural and recognised capabilities
All successful models
Address all elements of change
Provide a process for introducing change
Address critical success factors
© AIIM | All rights reserved
Слайд 53
Creating user “wins”
Early wins create a “Yes” environment
Wins
should be promoted widely
Leverage existing and new “super users”
Wins
should be clear cutNot open to interpretation
Wins should bring benefits to all
Wins should appear to come easily
Even a big bang approach can be delivered via a series of smaller wins…
© AIIM | All rights reserved
