As a Project Manager at ImageSource, it is my job to educate and guide stakeholders to the best solution based on budget, timelines and requirements. Having previously worked as a consultant at ImageSource, I’ve worked with the stakeholders of an organization to outline the scope of an Enterprise Content Management (ECM) solution for their business. During this process, our project management team conducts interviews of the users as well as workshops. The workshops help to demonstrate what is necessary for the organization to become more efficient rather than having unnecessary features, which, at times, can cause more work. As ECM technology continues to advance, more and more features become available and included in products. During the workshops, stakeholders must make tough decisions on what features are needed verses those that would just be nice to have.
Once these requirements are identified, our next objective is to review the products available, such as ILINX, IBM and Oracle, that will cover all the features the business needs to become more efficient. Currently on the market are several out-of-the-box software options that may fulfill some of the requirements needed. However, most organizations, small or large, have business processes that are unique and require configurable workflow options, database links and/or specific security requirements. Software that has this functionality ranges in licensing costs, software costs and implementation costs. It is important to have the requirements clearly identified from the beginning so that when the organization begins to review the software demos and proof of concepts, the best and most cost efficient solution is selected.
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.
Given today’s economy, pressures have never been greater for global organizations to increase efficiencies, improve quality, and lower operating costs. This requires enterprises to leverage globally distributed teams to get more done, more quickly, and in an efficient manner.
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.
It is time to revise your organization’s internal controls!
It has been almost 8 years since the Sarbanes-Oxley Act became law in the U.S. Even though this act covered only public companies, a significant percentage of ECM projects were undertaken by exempt companies to make them ‘SOX compliant’, specifically in regard to the sections of the Act that specified the criminal penalties for manipulating, destroying or altering a company’s records. Have you taken a look at internal controls since?
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 transition the city away from paper-based processes.