Pre-ECM Project Checklist: Object Storage Decision

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

The Value of Internal Project Meetings

One piece of advice I received from a Project Management course on Leadership taught by Dr. James T. Brown was to kick off every project with your internal project team. Review the dos and don’ts, expectations and rules, communication styles and formats, roles and responsibilities. This enables every project team member to understand the project direction, management style, and expectations. Continue reading

Project Planning Horizon – Do you have One?

Every organization should establish a target project planning horizon based on the kinds of projects, customers, deliverables and services they provide. It is essential to minimize time planning schedule details when there is a high degree of uncertainty.            – Dr. James T. Brown (On Project Managers)

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Plan for Differences

Oktoberfest – the largest party in the world is currently being held in Munich. As a project manager, I would love to see the project plan details for preparing and hosting a party attended by 7 million people and dealing with the drunken patrons locally called “Bierleichen” (German for beer corpses).

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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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