Enterprise Search Market Continues to be Hot

Enterprise search and management of unstructured data continues to be “hot”.

With HP buying Autonomy and Microsoft buying FAST we now have Oracle buying Endeca. They already have Oracle SES for enterprise search and they will now strengthen their position with Endeca to help companies analyze unstructured data.

See the MarketWatch article about Oracle purchase.

Oracle Buys Endeca

Regards,

Al Senzamici, PMP
Program Manager
ImageSource, Inc.

ECM Projects and Oracle I/PM 11g

 

Oracle recently announced the release of version 11g for their I/PM (Imaging and Process Management) software. With 11g, Oracle now provides a complete vision for image enabling the enterprise.

What does this mean from an ECM Project Management point of view?

First – I believe I/PM 11g will significantly reduce the complexity of an ECM project as you will be able to offer/manage a one-vendor, complete solution for imaging processing including capture, indexing, workflow, and application integration. This reduced complexity minimizes risk, and shortens the development, testing, and implementation phases of your ECM project.

Second – Since I/PM is a core component of Oracle’s ECM Suite (it can also be purchased separately) - you can leverage Oracle’s comprehensive ECM offering to provide the full gamut of ECM services including records management, library services, web publishing, etc., again with minimal additional project time.

Third – I/PM 11g includes many new features, but there are two that excite me from an ECM project point of view, and more importantly providing immediate value and benefit to your client.

• The first is pre-built workflows and workflow monitoring tools. Oracle included in I/PM 11g common workflows such as invoice and PO processing, and I hope they continue to expand their included pre-built workflows for other business processes. The pre-built workflows are customizable to manage exceptions or for specific company requirements. These workflow templates should provide an entry point in your project to discuss business process improvement. I would also hold hope that in the future I/PM users or user groups such as the OAUG (Oracle Application User Group) members will share their workflow templates.
• The second feature I liked , included in 11g was content-based recognition technology that allows extracting data from documents (without using templates). By including automated data extraction – a whole range of benefits and process improvements become available in your ECM project including reduced data entry time and entry errors, automated indexing,  and more ‘intelligent’ workflow driven processes.

Fourth – Oracle I/PM of course integrates seamlessly into Oracle applications , but just as importantly Oracle I/PM 11g provides the framework for their I/PM or ECM suite to integrate easily with non-Oracle applications across the enterprise. Most imaging or content management projects are designed to handle the particular needs of a department such as AP, or to automate a particular process within the organization. Without a doubt, Oracle (and their shareholders) hope that organizations will rethink such a departmental/process based strategy, and come to the realization that content management should be truly enterpise wide.

A few changes I would make managing an I/PM 11g project?

1. With Oracle ECM or I/PM 11g your project team should – even if the initial phase is departmental based – include an ‘enterprise’ sponsor. If you’re to provide an enterprise solution – don’t start the project with departmental management/oversight.
2. Lobby up front to have your ECM hardware and software infrastructure, support and development costs allocated on a corporate basis – similar to network services, database administration, etc. Since every department will get hit with these costs – two benefits will occur.
   • There won’t be new departmental CM solutions (and associated costs) appearing.
   • The organization is making a commitment to ECM – and announcing (explicity ideally) their expectation that every department should be prepared to review their existing processes for improvement in light of the new ECM infrastructure.
3. Automated workflow processes may be new to the organization. Be sure to include business analysts on your project team to insure all possible process improvements are realized.
4. Encourage your project sponsor/team to join a local or national Oracle User Group. The Oracle user community is huge – and there are significant benefits in leveraging the experience of other Oracle users – especially given the breadth and depth of Oracle’s product offerings.

For more information on Oracle I/PM 11g – stay tuned to this forum or visit Oracle’s website on I/PM

Steve Kissinger

ImageSource

  

PUTTING TOGETHER AN ECM PROJECT TEAM

Part 2 – The Project Team

I discussed in the last blog on this general topic that the strong support of the intended Project by executive management is a critical factor for success – they need to support the projects sponsor, and smooth the path of challenges that sometimes occur when change is contemplated.  Vibrant and effective executive leadership is likely to be critical in solidifying the vision for the project.  The target of effort to achieve project acceptance and enthusiasm is cascading in that the focus of executive leadership is middle management, and then it effort fans out to focus on users and supervisors. 

What Will be the Right Team
The right team of players, working together to hone the vision, is required to construct the concepts to be considered, refine the concepts, and to develop strategies to support the selected conceptual structure to fruition.  The people on the team are as integral to your project’s success as the solution, the project plan, the software tools, and infrastructure that is chosen.

Forming the right team is not easy – as not all leaders and users welcome new ideas and changes to the routine process.  But the executive support and the right team members are just as important for for standard ECM projects success as these factors are vital for business process management (BPM) and integrated implementations.

The primary key role types that are required on any ECM project team are listed below.  The exact position titles and numbers of team members recommended for participation will differ depending on an organization’s size and individuals’ skill levels. It is important that the eight classifications of people resources below are part of the Project team.

1. Executives: provide the supporting vision and enthusiasm for the solution objective

2. Line-of-Business (LOB) Managers: provide important project support and key higher level objectives

3. Business Analyst: provide discovery and analytical resources, reporting, perspective and ideas

4. Records/Compliance Manager: assure objectives and solutions match mandates and requirements

5. IT/IS Manager: supporting infrastructure, including business & IT challenges into the plan

6. WorkGroup Manager/Supervisor staff:  provide working knowledge of operations being addressed and realistic possibilities on what will work and where the challenges will be

7. End users: discovering what will and won’t work and where the challenges for acceptance are

8. Project Manager:  This person is the organization’s operational leader of the project and the coordinator with outside resources – ECM industry experts, software vendors, conversion resources, Training, etc. 

From time to time this blog will continue with the subject of team challenges, some considerations to remember, use of supporting vendor resources, and some recommended methods for implementation.

Neil W. Lindsey, ECM^M, CDIA+
Project Manager / Senior Business Analyst
ImageSource, Inc.

City of Richland – InfoWorld Top 100 IT Projects Recognition

 

The City of Richland, was recognized as a top IT project for 2009 by InfoWorld!  Every year, the InfoWorld 100 Awards celebrates 100 IT organizations that have implemented and integrated technologies in innovative ways in pursuit of concrete business goals.  

“The City of Richland streamlined its operations, launching an ECM initiative in partnership with ImageSource, integrating technology from Oracle, ABBYY, Cardiff, and ImageSource ILINX to automate workflow and transitioning the city away from paper-based processes.”

I am so pleased to have had the opportunity to have been assigned as the ImageSource Project Manager for this.

The project went smoothly from start to finish. We were fortunate to have been able to work with a project manager from the City of Richland who had been the project manager for the previously completed ECM implementation at the City of Kennewick. Having had a great working relationship and understanding of business processes already established helped move the project along efficiently and effectively. It was especially evident and proven to be most effective during the discovery and solution design stages of the project.

As in all projects there were some hurdles and obstacles to overcome. During the project execution phase the main architect of the solution had moved on to another position and we also had a new Assitant City Manager come on board. The new Assistant City Manager eventually took on the project management role for the City. The project continued on without missing a beat.

Because we use a well documented methodology, a well documented project plan, and we have exceptional people, the transition to a new systems architect and a new City project manager was near effortless. The systems engineer had a clear picture of what needed to be accomplished and the new Assistant City Manager was able to quickly grasp the solution and what business needs were being addressed.

It all goes to having excellent people around you and a great plan!

Al Senzamici, PMP
Program Manager
ImageSource, Inc.

  

Managing Project Teams – Guidelines for Giving and Receiving Feedback

Guidelines for Constructive Criticism/Feedback

In the course of managing our projects there comes a time in our personal interactions where the project manager will have to provide feedback and may even have to say something negative to the person they are dealing with. There may also be the case where they have to say something negative to say to you. I prefer to call it constructive criticism/feedback rather than negative but many people refer to it as negative. You may find that many people become embarrassed, distressed, and even angered by this criticism/feedback. Too often relationships can become strained and work can even be disrupted. However, there are some people who are able to transform these moments into opportunities for success. They are able to take this information and enhance their work skills, relationships and continue to advance, develop and grow professionally.

The Guidelines:

1.       Acknowledge the need for criticism/feedback

It is the main way to know what things need to improve. It is vital to the success of the project team and its members. Giving and receiving criticism/feedback should become the “culture” of the project team.

It is very important that the team should agree that giving and receiving feedback is an acceptable part of how you will work together and continuously improve as a team.

 2.       Provide both positive and negative criticism/feedback

“Catch” people doing things right as well as when something goes wrong. Reward and remember to tell people when they are doing things right. You want that to continue. People will be more receptive to your negative comments if they have also been accustomed to your positive comments. It shows that you are truly trying to work towards improvement.

 3.       Understand the context

Before proving feedback be sure you review the actions and decisions that led up to the event that you will be providing feedback on. Understand the circumstances completely.

 4.       Know when to give feedback

Determine when the moment is right. Are you ready to give the criticism? Is the person ready to hear it?

Do not give feedback when:

• You don’t know a lot about the circumstances
• You don’t care about the person or will not be around long enough to follow up on the aftermath of your feedback
• The feedback, either positive or negative, is about something the person does not have the power to change
• Your purpose is not really improvement
• The time , place, or circumstances are inappropriate, i.e. you are angry or others are around

5.       Know how to give feedback

Use a tool like:

When you [do this], I feel [this way], because [of such]. What I would like you to consider is [doing X], because I think it will accomplish [Y]. What do you think?

Example:

When you are late for meetings, I get angry because I think it is wasting the time of other team members. I would like you to consider finding a way to better planning your schedule so you can get to meetings on time. This way our meetings can be more productive and we are not wasting the time of others. What do you think?

• Be descriptive - give specific examples
• Don’t use labels – avoid labels like unprofessional, irresponsible, and immature. Describe the specific behavior and drop the label.
• Don’t exaggerate - To say “You are always late for deadlines” may not entirely accurate.
• Don’t be judgmental - Don’t use words like “good”, “better”, “bad” or “should”. You don’t want to appear to be in the role of a parent.
• Speak for yourself – Don’t refer to absent or other people. Don’t use comments like “a lot of people here don’t like it when you….”
• Talk first about yourself, not the other person - People become defensive with that usage. Use phrases like “I feel annoyed when you are late for meetings” rather than “You are frequently late for meetings”.
• Phrase the issue as a statement not a question – Use statements like “I feel annoyed when you are late to meetings” rather than “when are you going to stop being late for meetings”. Most people become defensive and angry with a question. The use of an “I” statement implies “I think we have an issue we must resolve together.”
• Restrict your feedback to things you know for certain – Speak of what you have seen and heard not what you feel and want. Don’t present opinions as facts.
• Help people hear and accept your compliments when giving positive feedback – Some people tend to feel awkward about positive feedback. Reinforce positive feedback even when the person says “it was no big deal”.

 6.       Know how to receive feedback

There may be times when you will receive feedback from someone who does not know the guidelines. Help your critic provide the feedback by asking “What did I say or do to dissatisfy you?” then take it from there.

When reacting to feedback:

• Breathe – Taking full deep breaths forces you to relax and allows the brain to stay alert.
• Listen carefully – don’t interrupt. Don’t discourage the criticism.
• Ask questions for clarity – ask for specific examples if you don’t get them.
• Acknowledge the feedback – repeat back what you heard in your own words so the person knows you understood.
• Acknowledge valid points – agree with what is true and what is possible. That does not necessarily mean you agree to change the behavior.
• Sort out what you have heard – you may need to take some time to sort out what you have heard before responding. Check with others if needed. However, don’t use this as an excuse to avoid the feedback.
• Don’t be defensive – take the feedback for just what it is feedback. Do not try to defend or justify yourself on each point. Again, just listen.

Al Senzamici, PMP
Program Manager
ImageSource, Inc.

ECM Upgrade – Do it Yourself or Turn to the Experts?

Content/Document Management (“ECM”) systems are built upon software platforms that are continuously innovating and improving features and performance.  The vast majority of organizations using ECM systems subscribe to Annual Software Assurance so they can continuously receive updated or upgraded software as it is released by the software publisher. 

For example, Oracle® and Kofax® are software publishers of two of the frequently implemented ECM solutions among the many that are supported by ImageSource to provide solutions for clients.  These two major software vendors  have traditionally been expected to publish major upgrades approximately every 18 to 24 months. 

Users of ECM software understand that it is critical to maintain currency with regard to the versions of mission critical software applications they are running.  By upgrading to new releases, you enhance your ECM system with new features and functionality and maintain your investment.  You also stay on the most current version so that you always acquire the benefits of having the fully up to date software throughout the life of your system.

The question frequently asked by user organizations is whether or not to implement major upgrades using internal resources, or turn to an expert and trained vendor to work with them to get the tasks completed.  With each new release, the new software version solves additional business challenges and offers new functionality. 

Some vendor and integrators (ImageSource included) offer an Upgrade Consultation Program.   Using this approach is ideal for customers who are currently using an older version of the software applications, have received or are about to receive their update/upgrade, and are interested staying current and moving their system to the latest product release.  This professional services program is normally designed to accurately identify all of the technical and functional considerations that need to be taken into account prior to and during an upgrade. 

Major reasons to consider the involvement of your ECM vendor or integrator as a business partner when you are faced with a major upgrade can include factors where the experienced vendor or integrator:

• provides technical resources that may not be available internally, or only available at the sacrifice of other planned internal projects
• has specific training with regard to the version upgrade being implemented – they know the most efficient way to complete the required tasks
• has deep software product knowledge and prior experience implementing the upgrade at other clients
• has dedicated staff whose primary job description and every day experience is working with the software and all aspects of installation, planning, and other important factors.  User organizations do not usually have staff that spends significant time and an intense level of focus on the intracies of the ECM system software.
• frequently, as a part of the upgrade project, organizations take advantage of new features to implement improved processes and applications – or just make the effort to enhance the system with new productive solutions when additional ECM training within the organization is going to be scheduled anyway

The recommended program should follow a formal Project Methodology developed through specific knowledge and experience.  It should provide the user organization with the analysis, process, a defined Project Plan and a firm cost to move forward with the assistance resources needed for a major upgrade project.  This analysis and planning is critical in order to minimize potential complications and allow a smooth and successful upgrade with minimal if any reflection on the productive use of your system.

User Organization Benefits of an Upgrade Consultation

• Increase return on the initial investment in the ECM system by implementing additional functionality
• Benefit from the expertise of a knowledgeable and trained Project Team who utilize best practices
• Gain a detailed understanding of the project requirements and cost justification of an upgrade
• Understand system requirements to ensure success
• Understand the opportunity for organizational benefits leading to improved operations
• Identify major considerations upfront and proactively determine ways to avoid risks
• Define the Training Program that will optimize the new upgrade features and benefits

Primary Tasks in an Upgrade Consultation

• Current system audit and assessment
• On-site analysis and interviews
• Current system snapshot and baseline metrics
• Create upgrade execution plan
• Review upgrade execution plan with customer

Project Plan Developed For an Upgrade Project

• Report on the opportunities, benefits, and functionality that will result from the upgrade
• Architecture analysis — a detailed analysis to review the current hardware and network architectures and then identify any recommendations for improved performance with the upgrade
• Upgrade Project Schedule and execution plan (procedures, activities, roles, prerequisites)
• Firm – Fixed Cost based on disclosed considerations and staying with the Project Plan
• A Project Plan developed in conjunction with, and presented to, key stakeholders (IT, application owners, executive management, etc.)

On average, an Upgrade Consultation Program should be able to be completed in seven to fifteen days – depending upon the complexity of the installation and the amount of customization that has been included with system design.   If you are attending NEXUS 2009, make sure to discuss your approach to your next major upgrade project.

Neil W. Lindsey, Project Manager / Business Analyst
ImageSource, Inc.
www.imagesourceinc.com