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.
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.