Putting Together an ECM Project Team

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.).

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Putting Together An ECM Project Team

Part 2 – The Project Team

I discussed in Part 1 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.

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Putting Together an ECM Project Team

Part 1 – Getting Started

From a user organization perspective, constructing an effective ECM Project Team needs to be on of the initial mandatory objectives and activities undertaken when implementing an ECM Project.  Achieving this objective in its totality directly links to the success of the implementation of any major ECM project within an organization – whether it be for a phased enterprise or a departmental initiative.

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ECM Best Practices – Green Support

Remote and Mobile Employees

Many of today’s business discussions revolve around the fact that providing select employees with the ability to work from home, in a mobile environment, or otherwise more independently, is a positive factor towards fostering conservation and a “GREEN” initiative.

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Managing Project Teams – Guidelines for Giving and Receiving 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.

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Quality Management Within the ECM Project Plan

For every major ECM project being defined and planned, a Quality Management Plan should be included within the Project Plan and consider that:

  • Quality planning can be, and is usually closely related with aspects of the Risk Management Plan.
  • Quality planning does define the aspects of the project to which quality standards apply and how to measure and report on compliance.  Benchmarking will be accomplished in accordance with realistic expectations and the customer/stakeholder’s requirement that benefit analysis or ongoing metric comparisons be provided outside of or within the purview of the Project.
  • Quality assurance is included as an application of the Project Plan to assure that an analysis of where standards apply is actually accomplished according to the processes for Quality Assurance that are identified in the Project Plan.
  • Quality control is reflected in the process used in the monitoring of project results at key points within the project and/or at relevant points within each Deliverable as appropriate.
  • Some monitoring is constant and in compliance with professionally established practices.   The actual monitoring activity, along with reporting and meetings, is planned and critical activity junctions are considered for specified attention.   Monitoring processes are closely tied with the “Communications” Plan so that a the internal customer or external organization’s Project Manager and team is apprised of project status as pre-planned or as is prudent.

Neil W. Lindsey
Project Manager / Business Analyst
ImageSource, Inc.
See me at Nexus 2009

 

Basics of Consulting for the ECM Project

Many organizations look for expert assistance in a quest to justify, plan, and develop the concepts for an Enterprise Content Management system (ECM) or smaller departmental system using this technology.  A provider of these services needs to have demonstrated expertise regarding consulting services focused on the application of the entire breadth of the disciplines associated with Enterprise Content Management.

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