We’re going to add one more item to our pre-ECM project checklist:
1) Where should we store our content?
Database storage used to be expensive. In the 1950’s, the cost per megabyte of storage exceeded $10,000/MB. Today, the cost has dropped to a few cents. Not only have storage costs dropped, so have memory costs as they have followed the same price drop as storage. Taking advantage of lower costs; most DB manufacturers have begun offering high performance in memory databases (IMDB – In-Memory Database).
From an ECM perspective; because of the higher database costs, content storage solutions were designed to use databases to store only the metadata or the index values associated with content, and the actual files and documents were stored on cheaper file storage devices. While lowering costs, this approach meant that ECM solutions were forced with managing, synchronizing, backing up, and designing applications where index values were one place and the actual documents, audio/video files were somewhere else. Continue reading →
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.).
The considerations for architecture and deployment of global capture systems are several fold. The traditional considerations and methodologies would include; software deployment models, conventional server models, fault tolerance considerations, HR considerations, change management, etc. However, in the global context there is another set of considerations that must be factored into the decision making processes. Regardless of the quality or nature of the software, there are myriad factors that are independent of the software application and within any global corporation, which can and will affect:
Here is a follow up on my post of June 29, 2009. This follow up focuses on the section referenced by “Change Management (People)” where ECM projects sometimes include significant business process changes that require the user community to change the way they work. In this case, the success of the project will be dependent upon user acceptance of the new system and their adoption of new processes, challenges to the way they work, and their feeling for their job security.
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.
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.