If you have a Business Process Management (BPM) workflow project coming up soon, don’t miss the Nexus 2011 conference in Bellevue, Washington on November 3rd and 4th. One of our teams is conducting a BPM workflow discovery workshop that is built entirely on audience participation.
Part 3 – The Project Team
In previous blogs on this same subject, we have discussed the role of Executive Management in the overall Project Team effort. And what elements from the internal organization would likely comprise an effective team. In summary, 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. The components of a project team may be different for each organization or type of organization – whatever best suites the particular organizational structure, and what special considerations there might be in the project (i.e. does it involve web content, collaboration, integration with ERP or SharePoint environments, etc.).
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?
For many functions in the organization the full text “Google” like search capability found in most document management systems may be useful. For others, it’s not sufficient in providing the business value. Here’s some situations that may help determine what is right for you.
There are three core functions to any process… Procurement of Materials, Conversion of Materials, and Distribution of those Materials. All other functions only support these three.
In translation, these three things can map to any function found in business for any department (Sales, HR, Information Technology etc.) It seems that when analyzing any business process, this old adage always comes back and discussing search in the enterprise is no exception.
Enterprise Content Management implementation projects frequently require the formation of plans for, and execution of “Change Management” as a major part of the project components. But what is Change Management? In ECM Projects, participants have been known to describe Change Management using two very different definitions:
 “Change Management (People)”– ECM projects sometimes include significant business process changes that require the user community to change the way they work. This is especially true of solutions that involve transactional processes. Process change situations can challenge the success of the project if the users are not involved and informed. If major business process are major or widespread, the support of executive and middle management is crucial and needs to be effectively communicated to those users involved with the changes.
 “Change Management (ITSM)”– Most ECM Projects, no matter how well planned and documented, will usually have situations arise where plan details should change. Changes to the plan can be requested by the implementation team, the project sponsor, or a key organizational department. The Project Manager(s) responsible for the success of the project must have a formal process to receive Change Requests, process, and then respond to them in light of their impact on the design, cost, and schedule of the project.Neil W. Lindsey