AIIMLAB Forensic Laboratories

Enterprise Content Management Master Thesis

Customer AIIMLAB Forensic Laboratories AIIM Course ECM Master Classroom Course AIIM Certification Program Master Thesis AIIMLAB Home Case Study As at 01/09/2009 Version V.1.1

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Table of contents
1 Introduction .................................................................................. 4 2 Handout C ECM Program Start UP ............................................... 5 2.1 Determine a suitable scope for the program .................................... 5 2.2 Establish a corresponding management structure ............................ 6 2.3 Explain how you would undertake a preliminary information audit ... 7 2.4 Outline a business case for prioritised action ................................... 8 2.4.1 Business case................................................................................. 8 2.4.1.1 Table of content: ...................................................................... 8 2.4.1.2 Executive summary ................................................................... 9 2.4.1.3 Strategic case ........................................................................... 9 2.4.1.4 Economic case .......................................................................... 9 3 Handout D .................................................................................. 12 3.1 Determine what governance structure will be required for ECM ..... 12 3.2 Draw up an outline for a Concept of Operations ........................... 13 3.2.1 Concept of operations ................................................................. 13 3.2.1.1 Table of contents.................................................................... 13 3.2.1.2 Vision, principles & anticipated benefits ................................... 13 3.2.1.3 ECM System ........................................................................... 14 3.2.1.4 Processes ............................................................................... 14 3.2.1.5 Ways of working .................................................................... 14 3.2.1.6 Support organisation .............................................................. 14 3.2.1.7 ECM instruments .................................................................... 15 3.3 Identify and briefly explain the top 10 high level ECM business requirements ............................................................................... 15 3.3.1 Strategic goals............................................................................. 15 3.3.2 Legal & organisational structure ................................................... 15 3.3.3 People & processes ...................................................................... 15 4 4.1 4.1.1 4.1.2 4.2 4.2.1 4.2.2 4.2.3 4.3 5 5.1 5.2 5.3 Handout E................................................................................... 16 Identify the key decision criteria and challenges for a small-scale Model Laboratory, rather like the traditional Model Office. ........ 16 Key decision criteria ..................................................................... 16 Challenges .................................................................................. 16 Identify the key implications of implementing a system on AIIMLABs IT infrastructure ........................................................... 16 Architecture ................................................................................ 17 Components ............................................................................... 17 Capability .................................................................................... 17 Provide a high level Project Plan concentrating on the expected key stages and tasks .......................................................................... 18 Handout F ................................................................................... 21 The key aspects of an ECM system post implementation review ..... 21 The way in which benefits can realistically be measured across the business ...................................................................................... 21 The highlights of an ongoing ECM benefits realisation program ..... 22

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History of changes
Date 01/05/2009 01/09/2009 n/a n/a Author Chapter All All Creation Review & corrections Changes

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Introduction
The Master Thesis is aligned in conformance with the structure of the AIIMLAB Home Case Study. AIIMLAB Forensic Laboratories is a truly international company with over 19 subsidiaries in all globally relevant regions of the world. The Project Management Body of Knowledge1 from the Project Management Institute has therefore been chosen as the underlying project management framework for the ECM program and the separate projects. As there is a clear trade-off between risk and return, AIIMLAB Laboratories management board and the ECM program sponsor have agreed on the following ECM program directive:

Quick wins global impact

Given AIIMLAB Laboratories situation and strategy the assumptions below are the overall baseline of the thesis: The management has considered time as the top constraint for the program and corresponding projects. Therefore overall depth and breadth of the programs scope will have to be aligned in conformance to this priority. The program will be split in several phases each offering different benefits to the organisation. The Thesis focuses on the phase I Selection, implementation and global rollout of a ECMSystem with core functionality The ECM program must deliver quick wins to support the strategy change by delivering value to international premier clients. Also the restructuring from the old local/silo model to a crossborder services model such as Foods, Metals and Gardening must be assisted further. The assumptions preceding each handout questions are extending the ones above.

A Guide to the Project Management Body of Knowledge, Third Edition, 2004 Project Management Institute, Four Campus Boulevard, Newton Square, PA 19073-3299 USA Page 4/23

2
2.1

Handout C ECM Program Start UP

Determine a suitable scope for the program
Assumptions: Enterprise environmental factors and organizational process assets have also been considered as inputs to scope planning (e.g. organizations culture, infrastructure, policies and procedures) Stakeholder management is crucial for overall project success. It is therefore assumed that the stakeholder needs, wants and expectations are already been analysed thoroughly and converted into program objectives. The ECM-enabled AIIMLAB laboratories situation is completely different from its current. The scope could be very wide. Based on the management directive the following areas were identified: Timescale o o Overall program time is set to 18 month for the base system and global rollout of the core functionalities. ConOp, business case, base requirements for ECM system and supplier selection must be finished within 6 to 8 month at the latest. Server & storage (preferably SAN) system must be globally replicated to allow maximum performance during search and retrieval processes (Current network delays from 1-5 second for Asia & Australasia are not acceptable). Browser based technology for the clients. Windows office product integration. System must allow personalisation & repurposing of content. System must provides means to publish content in Intranet, Extranet and Internet. Mainly in-house with support from external suppliers Global rollout of extranet & internet services for the FOOD department to provide trends on additives and responses to regulatory authorities to premier brand clients Global rollout of intranet, DMS functionality for collaboration, sharing of information between service departments and local subsidiaries Development of new procedures and processes for organising and storing of corporate information New policy for handling of client communication

Technology o

o o o o o

Geographic / Organisational o

Change in operating procedures / processes o o

Migration of legacy records

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o o

Migration of major international premier client communication, reports and trend documents. Migration of all documents with relevance for the research business and scientific community. Unstructured data will be migrated as outlined in Migration of legacy records Structured ERP data of the two system will not be touched for the first phase of the ECM program. No information classes will be excluded.

Information types o o

Information classes o

2.2

Establish a corresponding management structure

Assumptions: AIIMLAB laboratories management board has decided, not to set up a separate executive board to emphasise the ECM programs priority by senior management. The CIO of AIIMLAB laboratories as been assigned the role project sponsor. The CIO is member of the management board. A program steering board / committee will be set up to balance the ECM program and stakeholder demands. Note: The diagram below depicts only a portion of all (sub) projects. The team members are given as an example and will vary from project to project.

Diagram: AIIMLAB laboratories ECM program management structure Page 6/23

2.3

Explain how you would undertake a preliminary information audit

Assumptions: The preliminary information audit shall guide the development of the ConOP and Business Case and will therefore focus on the information within AIIMLAB laboratories which is relevant to provide value to international premier brand clients and foster knowledge sharing of the researchers and scientists. The team of the preliminary information audit will consider input from various stakeholders. Understanding the objectives of the preliminary audit and what is to be done with the findings, is crucial for the success of later projects as the input will be re-used in e.g. the ConOp or Business Case. The team has further to decide about the granularity and level of detail. This is especially important in the case of a preliminary audit as one can easily be overwhelmed by the greatness of an ECM program. Granularity and level of detail: Reports, analysis documents, trends & surveys of the FOOD department. Analysis focuses on 2 subsidiaries of Asia, Europe and America of files which reside on the various file systems. E-mails and attachments on the E-mail server (including archived ones) will not be considered. Physical documents will not be considered during the preliminary audit. The team will follow the standard approach recommended from AIIM. This is in detail: 1. Gain commitment to the survey from the sponsor and key stakeholders e.g. directors of the FOOD department, researcher and scientists. 2. Identify the preliminary audit targets. E.g. where the documents are stored and who is accountable. 3. Design of the survey instruments. (Questionnaires, visits & interviews, automated data collection) 4. Train survey team and conduct trial. A trial is important as experience shows, that mainly every e.g. questionnaire needs further refinements before it should be used on the later end users. 5. Gathering of data. 6. Structuring and preparation of the gained output to be suitable for analysis. The team will use as far as possible automatic data collection and analysis tools on the various AIIMLAB laboratories filers and storage systems to minimize the need for direct user participation.

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An online web based questionnaire will be used to allow global participation of scientists and researchers. The questionnaire will be designed to gain information about What types of content is created and the underlying processes. Who holds the content. Where it is held (e.g. SAN, filer, personal hard disc). What formats are used (e.g. office formats, TIFF). Whose responsible. In addition to the automatic data analysis and the online questionnaire, interviews will be conducted with key users in Asia, Europe and America. Based on the stakeholder analysis a communication matrix will be set up to consistently distribute status and outcome of the survey to the different stakeholders needs.

2.4

Outline a business case for prioritised action

Assumption: The ECM program directive Quick wins and global impact will be used as the overall guidance for the development of the business case. The management board has limited the comparisons of alternatives to a maximum of four. The management board has asked the team to focus on the outline business case by comparing the four alternatives. The board has therefore accepted that the team will detail the chapters strategic case, funding case, commercial case, funding case, whereas project management case and appendices will be worked out later, when the program proceeds. The ECM program will be split in separate phases. The outline business case considers only phase I.

2.4.1

Business case
Note: This business case is currently a stub and will be further detailed during consecutive program phases.

2.4.1.1

Table of content: Executive summary Strategic case Economic case Funding case Commercial case Funding case Project management case Appendices
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2.4.1.2

Executive summary The present business case will outline and assess the four alternatives for the ECM program. Strong evidence will be given based on industry best practices to limit the overall ECM program scope for phase I to a core set of functionality to obtain quick return on investment. After a thorough analysis and assessment of the four alternatives the team recommends the management board to choose alternative 2 Document management, content management (intranet FLOOD department & internet publishing of reports, trends), partial migration of legacy content (research & survey for the FOOD department).

2.4.1.3

Strategic case The ECM program must support the already started strategy to restructure form the old local/silo model to the more coherent cross-border services model. In addition it must position AIIMLAB laboratories as the single one information source for international premier brand clients for trends, research surveys and analysis documents. Overall capture and storing policies, procedures and processes for the research and scientists need to be refined to minimize search and retrieval efforts. This will enable AIIMLAB laboratories to present themselves to their clients as the fastest and most reliable source for any kind of information services around the core business of their premier brand clients.

2.4.1.4

Economic case Several possible alternatives can be identified for the ECM program. These alternatives differ considerably in scope, possible benefits / opportunities or threats for the AIIMLABs strategy. As implementation time is a major concern, due to rising market pressure from local competitors, a possible solutions has to be chosen with great care. Despite the fact that a full fletched ECM program might offer greatest value, it does also come along with great risk for AIIMLAB laboratories to be driven out of market, in case the programs projects are delivered late due to high overall complexity. The ECM program team identified four alternatives ranging from no action as a baseline to a best of breed ECM system. 1. No action / stop of the ECM program. 2. Document management, content management (intranet FLOOD department & internet publishing of reports, trends), partial migration of legacy content (research & survey for the FOOD department). 3. E-mail management, document management, content management (intranet & internet), partial migration of legacy content (electronic client communication, research & survey for all services). 4. Integration of ERP system, E-mail management, records management, document management, content management (intranet & internet), complete migration of legacy content (electronic & physical).
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The given recommendation is based on the comparison of the four alternatives shown in the table below:
Option / Criteria Alternative 1 (no action) Alternative 2 (DMS, CMS, partial migration) Alternative 3 (E-mail, DMS, CMS, partial migration) Alternative 4 (E-mail, DMS, CMS, RM, complete migration, ERP integration) Weighting

Time (1 = 5 year to 5 = 1 year) [raw score] Time (1 = 5 year to 5 = 1 year) [weighted score] Integration complexity (1 =multiple systems are interfaced to 5 = no legacy interface) [raw score] Integration complexity (1 =multiple systems are interfaced to 5 = no legacy interface) [weighted score] Impact on organisation (1 = local / only subsidiary to 5 = global) [raw score] Impact on organisation (1 = local / only subsidiary to 5 = global) [weighted score] Content coverage e.g. search & retrieval of documents (1 = local / silos to 5 = structured & unstructured information can be retrieved) [raw score] Content coverage e.g. search & retrieval of documents (1 = local / silos to 5 = structured & unstructured information can be retrieved) [weighted score] Cost (1= 100 % of yearly IT budget to 5 = 10% of yearly budget) [raw score]

n/a

1,5

40%

1,6

0,8

0,6

40%

10%

0,5

0,4

0,3

0,2

10%

20%

0,2

0,6

0,8

20%

10%

0,1

0,3

0,4

0,5

10%

10%

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Cost (1= 100 % of yearly IT budget to 5 = 10% of yearly budget) [weighted score] Strategic benefit (1 = minor to 5 = strong impact on market) [raw score] Strategic benefit (1 = minor to 5 = strong impact on market) [weighted score] Total - raw score Total weighted score

0,5

0,3

0,2

0,1

10%

10%

0,1

0,3

0,4

0,5

10%

18 0,9

23 3,1

21 2,6

20,5 2,7

100%

Table: ECM program alternative comparison

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3
3.1

Handout D
Determine what governance structure will be required for ECM
Assumption: The information governance framework (IGF) will be set up for phase I of the ECM program. The different aspects are explained by the example how the organisation will handle meeting minute information in future. An information governance framework defines the processes and standards for the information management of the future AIIMLAB laboratories organisation. 1. Policies 2. Management 3. Organisation These integral parts are further detailed and specified in the paragraph below: Policy: The AIIMLAB laboratories ECM policy provides clear guidelines for the management of its ECM environment, within the organisations overall context and constraints. Collaboration and sharing of information between different service departments must be extended where ever feasible by means of the ECM system. Processes: Minutes of laboratory managers meetings must be published on the intranet within 24 hours. Research, survey and trend information must be reviewed and approved by the QA-department prior to automatic publishing on the intranet and internet. Standard: Corporate meeting minute template must be used for the publishing of meeting minutes on the intranet. People: QA-department is responsible for the approval of research, survey and trend information Information support officers will assist laboratory managers in the publishing process. Tools & technology: The business classification scheme covers the different meeting type e.g. laboratory manager meeting, research meeting. Metadata must be automatically applied e.g. client. The security and access classification scheme allows access to board minutes only for the senior management.
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Retention / disposition schedule is set to 10 years for meeting minutes. Audit: The quality department is responsible for regular audits. The head of the quality department reports directly to the CIO. The CIO is accountable for the audits.

3.2

Draw up an outline for a Concept of Operations

Assumption: The outline concept of operations will focus on the principles & vision and the environment (ECM system, processes, ways of working, support organisation, ECM instruments) as the as is is been already tackled in the handout.

3.2.1

Concept of operations
Note: This concept of operation is currently a stub and will be further detailed during consecutive program phases.

3.2.1.1

Table of contents Executive summary Introduction Vision, principles & anticipated benefits ECM system Processes Ways of working Support organisation ECM instruments Legal & regulatory issues Policy framework Governance Technology

3.2.1.2

Vision, principles & anticipated benefits AIIMLAB laboratories needs to be operating an integrated ECM environment with Document Management, Web Content Management (Intranet & Internet) technologies that can be accessed from all its sites by staff, who globally, can easily, confidently and effortless create, import, search, browse, publish and retrieve relevant information to their business needs. In addition improved corporate governance and business processes must enable more efficient and smarter working and create improved value to their premier international clients. In detail:

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AIIMLAB laboratories operating within an integrated ECM environment including DMS, CMS, collaboration, workflow functionality that improves the overall process efficiency and effectiveness. AIIMLAB laboratories research and scientists staff have global access from all sites on up to date survey, research and trend documents. AIIMLAB laboratories FOOD department takes up the market lead by providing survey, research and trend documents to their international premier clients through the internet. AIIMLAB laboratories staff globally can easily browse and find content on matters relevant to their work. 3.2.1.3 ECM System The ECM IT Infrastructure supports the access control roles and groups envisaged in the ECM information governance framework. The ECM system provides means for automatic rendering of content to automatically publish content on the internet or intranet in the respective layout and structure. The ECM system allows global access via web-clients and offers seamless integration of office products (e.g. Checkout / checking directly in Word or Excel documents). 3.2.1.4 Processes Processes and procedures are set up for the capture, storing, managing (supported by workflows) and delivering of research, survey and trend documents within the FOOD department. The capturing and filing of documents are supported by a BCS to provide faster and easier documents retrieval. 3.2.1.5 Ways of working Ways of working will differ considerably from today. Scientists can easily find, locate and retrieve existing research documents by either using browsing functionality or google-like search. The extended search allows further narrowing down of search result lists. Account managers are automatically informed via search-alerts (stored searches which are executed on a regular basis from the ECM system) about new trend or research information for their premier international clients. 3.2.1.6 Support organisation The ECM system offers a context sensitive online help functionality Trainers, key users and information support officers supporting the end users in their daily work. An user help desk will be available on a 24h basis.

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3.2.1.7

ECM instruments The business classification scheme allows quick and efficient filing of documents. End users participation is minimised by automatic setting of metadata attributes (e.g. author, date, etc.). Security and access classification scheme. Retention / disposition schedules.

3.3

Identify and briefly explain the top 10 high level ECM business requirements
Requirements for a ECM system can be differentiated on top level between business and system requirements. System requirements can be further split in functional and non-functional requirements. Whereas business requirements can be distinguished in: 1. Strategic goals 2. Legal & organisational structure 3. People & processes The paragraph below describes the business requirements in more detail:

3.3.1

Strategic goals
Provide value to international premier brand clients by providing up to date research, survey and trend information. Support global knowledge between sites by offering means for capturing, publishing, locating and retrieval of business relevant information. Outmatch competitors by unlocking corporate assets and become the top provider of information in the advisory service sector.

3.3.2

Legal & organisational structure

Set up corporate policies and guidelines for knowledge management. Align corporate wide information ownership and accountability. Finish / accomplish restructuring strategy by the ECM system. Share analytical information by considering the different national regulatory environments.

3.3.3

People & processes

Identify and create necessary roles for the ECM environment. Provide adequate and thorough user training. Set up processes for the publishing of research, survey and trend information.

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4
4.1

Handout E
Identify the key decision criteria and challenges for a small-scale Model Laboratory, rather like the traditional Model Office.
A traditional Model Office requires considerable efforts and investment from the organisation. A valid approach can be to further scale down the office to a laboratory. This has nevertheless to be done with care, as with pilots and model offices, the benefits generally outweigh the disadvantages. Decision criteria and challenges are listed below and should be considered by the ECM programs steering group, before making a final decision.

4.1.1

Key decision criteria

Limited set of new procedures and processes for document handling can be tested. Comparison between different software packages clearly reduces risk and increases end user acceptance. User interface can be refined based on end user feedback. Comparative testing is possible. Performance, stability and reliability may be judged. This might not be possible for a very small scale model laboratory due to tight budgets. Feedback and comments from users can be easily gathered. Assists on the decision if a pilot may not be required at all.

4.1.2

Challenges
Requires considerable support from the IT department. Users are away from their daily work. Managers might not be corporative, as daily work schedule may be delayed. Need for additional office space. Considerable investment as abroad users may need fly in to the model laboratory. Test users must be chosen carefully and should come from different grades and roles. The results might be biased, as after all no real-environment will be used for the model laboratory.

4.2

Identify the key implications of implementing a system on AIIMLABs IT infrastructure

An IT infrastructure can be generally split into three parts: Architecture Components
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Capability The implications on the architecture, components and capability are described in the next chapters.

4.2.1

Architecture
Every ECM system needs at least three different systems for development, test and the production system. All three systems should have the identical configuration and setup, but might differ in size and performance. These new systems must be integrated in the existing IT infrastructure (e.g. Integration to the corporates LDAP server for Single Sign On, connection to the SAN).

4.2.2

Components
The components of an IT infrastructure can be further split into client computer (e.g. laptop, desktop), network and servers (e.g. application, database, storage). The ECM program team has to consider the different implications for each sub-component. Client computer: Processor and memory (e.g. is the memory sufficient?) Operating system (e.g. update required, compatible?) Third party dependencies (e.g. ECM systems office plugin works only with Office 2007) Network: Bandwidth (e.g. is there sufficient bandwidth available between sites?) Bottlenecks Security (e.g. VPN available between sites?) Server: Storage (e.g. enough available on the SAN?) Performance (e.g. application server fast and scalable?) Memory & CPU rate (e.g. especially JAVA applications can be very resource consuming) Reliability / recovery (e.g. is the application server operated in a cluster?)

4.2.3

Capability
Capability can also be further differentiated into processes, resources & skill and hardware & software assets. Processes: SLAs (e.g. Service Level Agreement for the ECM system, database). Set up of ITIL conform processes for the incident handling.

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ITIL conform processes for the deployment on the ECM systems architecture. Resources & skills: Training of user, administrators and support staff. Creation of ECM specific roles (e.g. information support officers role). Hardware & software assets: The capability of existing hardware & software must be checked and if necessary updated.

4.3

Provide a high level Project Plan concentrating on the expected key stages and tasks
The ECM program manager has decided together with the project manager of each project, to use the Critical Chain2 method and has placed the overall programs contingency reserve at the end of the programs schedule.
WBS-Code 1 1.1 1.1.1 1.1.2 1.1.3 1.1.4 1.1.5 1.1.6 1.1.7 1.1.8 1.1.8.1 1.1.8.2 1.1.8.3 1.1.8.4 1.1.9 1.1.9.1 1.1.9.1.1 1.1.9.1.2 1.1.9.1.3 Work breakdown structure description ECM program ECM program phase I Kick-Off ECM program phase I Project "Creation of Information Governance Framework" Project "Creation of ConOP" Project "Information survey" Project "Business Case" Project "Project "Business & system requirements" Decision on program scope for "Model-Laboratory" Project "ECM system evaluation" Setup of ECM comparision criteria Model laboratory design & configuration System evaluation Selection of ECM system & supplier Project "ECM System implementation" ECM System Creation statement of work Hardware & software installation & configuration Implementation of additional functianality Duration 380 Days 380 Days 0 Days 2 Weeks 3 Weeks 4 Weeks 2 Weeks 6 Weeks 0 Days 40 Days 1 Week 2 Weeks 4 Weeks 1 Week 160 Days 140 Days 6 Weeks 4 Weeks 12 Weeks

See www.wikipeda.org : Developed by Eliyahu M. Goldratt, Critical Chain Project Management is based on methods and algorithms derived from his Theory of Constraints. The idea of CCPM was introduced in 1997 in his book, Critical Chain. Application of CCPM has been credited with achieving projects 10% to 50% faster and/or cheaper than the traditional methods (ie. CPM, PERT, Gantt, etc.) developed from 1910 to 1950's. Page 18/23

1.1.9.1.4 1.1.9.1.5 1.1.9.1.6 1.1.9.2 1.1.9.2.1 1.1.9.2.2 1.1.10 1.1.10.1 1.1.10.2 1.1.10.3 1.1.11 1.1.11.1 1.1.11.1.1 1.1.11.1.2 1.1.11.1.3 1.1.11.1.4 1.1.11.2 1.1.11.2.1 1.1.11.2.2 1.1.11.2.3

Data migration System test (by supplier) Supplier ready for acceptance Training & Support Training development Set up of system support (ITIL conform) Acceptance testing (by AIIMLAB) User acceptance testing (functional requirements) System acceptance (non-functional requirements) Acceptance Rollout Pilot (limited user group) Training (limited user group) Soft Go-Live with limited user group User Feedback Refinement of system Global Contingency reserve (Critical chain approach) Training (global) Global Go-Live

6 Weeks 4 Weeks 0 Days 20 Days 4 Weeks 4 Weeks 20 Days 4 Weeks 4 Weeks 0 Days 95 Days 35 Days 1 Week 0 Days 2 Weeks 4 Weeks 60 Days 8 Weeks 4 Weeks 0 Days

Table: ECM program schedule

A graphical representation of the schedule will be given on the next page.

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Diagram: ECM system GANTT schedule

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5
5.1

Handout F
The key aspects of an ECM system post implementation review
The post implementation review provides assessment of achieved program (and projects) objectives (success control), allows for the documentation of 3 the programs experiences. The programs results are assessed from different perspectives: Economic success. Benefits and dis-benefits for different stakeholder objectives. Conformity with common objectives (time, budget, quality), basic conditions and expectations. Working manor and relation between team members during program implementation. Additionally it is very important for future ECM phases to get first hand experiences and feedback from users as implementing an ECM system isnt just a one-off activity. The system must be maintained and developed to the changing needs of the organisation and its employees. Therefore user feedback must be gathered to gain new requirements and changes in procedures. It is further advisable for the program team, to make a lessons learnt meeting, to continuously improve the overall performance of the ongoing ECM program.

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5.2

The way in which benefits can realistically be measured across the business
A good way is to set up a benefits realisation framework. This can be achieved by following the steps outlined below: 1. Identify expected benefits (Extract from ConOP and business case). 2. Define benefits precisely. 3. Define / identify attributes, measures, owners and associated risks. 4. Establish a benefit management structure (e.g. set up a table with description of the expected benefit and the corresponding measure points). 5. Identify required functions, roles and responsible persons. 6. Assess value, impact and dependencies. 7. Develop benefits realisation plan. 8. Schedule for benefit delivery. 9. Track benefit realisation.

In accordance with the IPMA Competence Baseline, p. 29 Page 21/23

Benefits can be differentiated in quantifiable and nonquantifiable benefits. Quantifiable benefits can be further categorised in ones which can be measured in financial terms and those in non-financial ones. The best approach for judging non-quantifiable / intangible benefits is to apply a stage model (e.g. with stages ranging from 1 to 5, where 1 is the baseline and 5 is the maximum). The table below gives examples for the different AIIMLAB laboratories benefit measurements:

Benefit

Type of measurement

Measurement

The ECM system is widely accepted by users. The ECM offers fast document search and retrieval functionality.

Quantifiable / non-financial Quantifiable / non-financial

Average active (logged in user to the ECM system) users on a daily basis per location. a) The average document search result is presented to the user within 3 seconds, based on 1 Million documents in the ECM system. b) Average document (1 MB) download from any site within 10 seconds

AIIMLAB laboratories compliance with corporate survey & research policy is improved. The cost of publishing research, survey and trend documents is cut down by 50%.

Non quantifiable / intangible Quantifiable / financial

Stages from 1 = no compliance to 5 all departments comply to the corporate survey & research policy in their daily work.

Comparison of costs before and with the ECM system for publishing research, survey and trend documents on the internet.

Table: AIIMLAB laboratories benefit measurement

5.3

The highlights of an ongoing ECM benefits realisation program

ECM initiatives last on average a minimum of 1-2 years and it is highly advisable to closely integrate an benefits realisation program in the overall ECM program. An ongoing ECM benefits realisation program ensures that the money spent on the ECM system offers value to the organisation. It also allows for a continuous improvement process as the Deming method Plan Do Check Act can be applied to the further refinement of the ECM system. Which will lead to comparative advantages as demonstrated by Deming in the Quality chain It further helps, apart from the already mentioned aspects to: Identify required changes in course. Identify causes for dis-benefits. Identify new requirements. Identify new processes or improvements to already implemented workflows. Gain user feedback
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Increase the user acceptance as feedback from users are taken seriously.

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