My presentation to the 2012 Info 360 conference in New York.

1. Built For Success
Creating an Effective ECM Organization Structure
Prepared for
Greg Clark, MBA
June 13, 2012
©2012 C3 Associates, Inc.

2. Overview
– Management Consulting firm focused exclusively on
Enterprise Content Management (ECM) and Information
Management (IM)
– Vendor neutral with strong expertise in all major ECM
platforms
– Focus on business case and business alignment first,
technology second
– Always act in the best interests of our clients
– Sometimes more software is not the answer
– Sometimes more consulting is not the answer
– Awards and recognition
– Alberta Venture Fast Growth 50 in 2011 and 2012
– Named one of Canada’s top 300 ICT firms in 2012
©2012 C3 Associates, Inc.

3. Mission
Our Mission
Objectively help our clients define and implement Information Management
strategies that enable operational excellence and support regulatory
compliance
©2012 C3 Associates, Inc.

4. Other Sessions
Wednesday, June 14
Ask the Experts
1:00 to 2:00
Booth 246
Stump the Consultant
2:50 to 3:40
Keynote Room
©2012 C3 Associates, Inc.

5. ECM Org Structures Explained
©2012 C3 Associates, Inc.

6. What most people think it is…
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7. Complicated.
©2012 C3 Associates, Inc.

8. What it definitely is not…
©2012 C3 Associates, Inc.

9. ©2012 C3 Associates, Inc.

10. What it really is…
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11. ©2012 C3 Associates, Inc.

12. ©2012 C3 Associates, Inc.

13. Trends and Challenges in Content
Management
©2012 C3 Associates, Inc.

14. The Enterprise Information
Challenge
Information Locked In Silos Information Overload
Inefficient Business Processes
Lost Opportunity
Wasted Time
Increased Costs
Some content courtesy OpenText Corporation
©2012 C3 Associates, Inc.

15. The Records 2. Not
1. Keeping
what we Management keeping
Problem what we
need to
keep don’t need
to keep
3. Knowing when we’ve
successfully achieved
both of Associates, Inc.
©2012 C3
the above

16. Business Drivers
Operational Culture Regulatory Litigation
Efficiency Compliance Risk
• Support /
• Internal Improve
Management Information • Documents
Systems needed in support • Information is
Sharing Culture
of regulatory retained as long
• Business/ • Support
requirements are as needed but
Operational Organizational
efficiently and not longer
documents Culture
globally stored and globally managed (global retention
retrieved • Embed Good schedule)
efficiently Information • Content
Management duplication is
• Streamlined Practices
processes through reduced
improved access
to reliable content
Efficiency / People Control / Risk Focus
Focus
©2012 C3 Associates, Inc.

17. ECM – The Story So Far
The Solution(?)
©2012 C3 Associates, Inc.

18. Source: McKinsey, “Six Ways to Make Web 2.0 Work”
©2012 C3 Associates, Inc.

19. ©2012 C3 Associates, Inc. Source: John Mancini, AIIM 2012 Keynote

20. – Consumerization of IT
If I can do it at home,
why can’t I do it at
work?
– IS group feels the
need to respond to
business demand
– Cost pressures,
infrastructure
pressures, compliance
pressures
Adapted by AIIM International from “Schoolboy” c. 1881 by Samuel Albrecht Anker
©2012 C3 Associates, Inc.

21. Building a Capable, Flexible and
Responsive ECM Team
©2012 C3 Associates, Inc.

22. How Big Should Your
ECM Team Be?
©2012 C3 Associates, Inc.

23. It depends…
©2012 C3 Associates, Inc.

24. Recruiting Talent
Who should be on your ECM team?
– Subject matter experts from information-rich business
functions are good internal candidates
– ECM skills are a must!
– Ability to translate business information flows into ECM
design is the secret sauce
– Need RM expertise but select for business acumen
– Need IT expertise but select for business acumen
– Technology is important but secondary to business
drivers
©2012 C3 Associates, Inc.

25. Your ECM Team
– The following roles are a starting point, specific team
and roles must be tailored to your organization
– HR practices, organizational culture, project history and
org structure restrictions will drive how you set up your
ECM team
– You WILL work with other groups to implement ECM
(eg. IT infrastructure and security teams, Legal, HR,
etc.)
– Roles are technology-neutral
– “Teams” can be a team of one
– Multiple roles can be consolidated and performed by a
single person
©2012 C3 Associates, Inc.

26. Roles
Steering Committee
• A “Board of Directors” for
your ECM Program; should
be senior executives
(ideally C-level)
• Accountable for ensuring
ECM Program aligns to
high-level business
objectives of the
organization
• Help communicate ECM
objectives to their line
teams
©2012 C3 Associates, Inc.

27. Roles
Program Sponsor
• ECM “champion” at
Executive level
• Ensures program
deliverables meet the
objectives of the project
and deliver value to the
organization
• More actively involved in
ECM program; receives
weekly updates at minimum
• Reviews budget, provides
guidance may approve
budget
©2012 C3 Associates, Inc.

28. Roles
Program Manager
• Drives creation and execution of ECM
strategy
• The “face” of the ECM program;
Liaison between sponsors, team and
business users
• Develop methodologies, best
practices and templates to facilitate
the establishment, delivery and
maintenance of the program
• Establishes and oversees vendor /
partner relationships
• Identify, track and act upon key
metrics
©2012 C3 Associates, Inc.

29. Roles
Project Manager
• Responsible for establishing
scope, budget, timeline, deliverables, com
munication, test and training plans
• Input into governance activities; often
implements governance
projects, information architecture
Business Analyst
• Requirements gathering
• Business taxonomy, security and
community model design
• User acceptance testing
• Input into training design (may also deliver
training)
• Input into / participate in end user support
©2012 C3 Associates, Inc.

30. Roles
Information Architect
• Lead creation of information architecture
(metadata model, security model, folder
structure)
• Good opportunity to bring in outside
expertise
• Must work closely with the team and
business stakeholders to ensure business
outcomes are first and foremost in any
design
• Consider a “think global, act local”
approach to Information Architecture
©2012 C3 Associates, Inc.

31. Roles
Solution Architect
• Subject Matter Expert in the ECM tools in
used in your organization
• Designs technical solution per
requirements gathered and may
participate in configuring solution
• May “live” in IT but must have strong
understanding of business requirements
and considerations
• Frequent and open conversations between
BA, IT and Solution Architect
©2012 C3 Associates, Inc.

32. Roles
Information Governance Team
• Governance - Lead the
development of
policies, processes, procedures,
standards and guidelines
required by the ECM program
• “Go to” team for information
lifecycle questions (eg.
exceptions to retention
schedule)
• May include traditional RM
functions
©2012 C3 Associates, Inc.

33. Roles
Change Management, Training
and User Support
• Change Management – Design
and implement change
management and
communications
• Training – Plan, design and
deliver end user training
• User Support - Support
adoption of IM practices and
tools, including measurement,
monitoring, post-
implementation expert user
plan and sustainment
©2012 C3 Associates, Inc.

34. Roles
Subject Matter Experts
• Each industry will have specific
ECM skill requirements (Eg.
Engineering document control,
document imaging, regulatory
approval process etc.)
• Usually sourced from the
business as internal consultants
• Seconded from business or
members of project team
• Often become expert users
• Outside expertise may be
available
©2012 C3 Associates, Inc.

35. Roles
Expert Users
• Members of the business
• Form part of your Expert User
community going forward
• Specially trained to support
local users and provide
feedback to the ECM team
• Often create an online
community for feedback
• Regular face-to-face
meetings
• Focal point for continual
improvement
©2012 C3 Associates, Inc.

36. Roles
Technical Team
• Implement technology, build technical solutions
and provide overall technical guidance
(architecture, technical standards etc.)
• Working in conjunction with the IT infrastructure
team, manage the platform
• Availability, Backup and Recovery
plans, Maintenance, Monitoring and
Provisioning plans
• Testing, testing, testing
• Work closely with Business Analysts, Solution
Architects and Change Management team to
ensure technical solutions meet business needs
(also that business needs are realistic and
prudent with current technology)
©2012 C3 Associates, Inc.

37. Sample Organizational Structures
©2012 C3 Associates, Inc.

38. Large Organization – 10,000+ Employees
?
VP
Technical Operations and
Competence
Director
Information and Knowledge
Management
Manager Manager
Manager Manager
Manager Asset Integrity Knowledge
Information Projects and
Document Control Management Management and
Governance Operations
(Structured Data) Collaboration
Information Records Change Mgmt,
BU Doc Control Lead BU Doc Control Lead Analysts Projects KM&C Analysts
Governance Analyst Administrator Training and
+/- 15 FTE +/- 15 FTE +/- 4 FTE Lead 2 FTE
+/- 7 FTE +/- 15 FTE Support
Trainers – 5 FTE
BU Doc Control Lead BU Doc Control Lead Information BU Records PM/BAs
Change Mgrs – 4 FTE
+/- 15 FTE +/- 15 FTE Architect Coordinators +/- 8 FTE
Suppt – 4 FTE
ECM Infrastructure
Solution
and Development
Architect
System Admins,
Developers
+/- 15 FTE
IT Department
©2012 C3 Associates, Inc.

39. ©2012 C3 Associates, Inc.

40. Small Organization – ~500 Employees
Steering Manager -
Committee Information Technology
ECM Program Manager
ECM
Governance, Change Solution Designer Project Manager /
Operations Team
Management (Part Time) Business Analyst
(Sys Admin, Developer,
and Support
Infrastructure)
Project Manager /
Business Analyst
Vendor / Technical
Partner
Project Manager /
Business Analyst
©2012 C3 Associates, Inc.

41. Conclusion
©2012 C3 Associates, Inc.

42. ©2012 C3 Associates, Inc.

43. Conclusion
– Primary role of your ECM team is to meet business
needs
– ECM expertise is critical
– Flexibility is key
– Avoid “Technology X is the answer, now what’s the
question?” problem
– Your ECM org structure must meet unique needs and
culture of your organization
©2012 C3 Associates, Inc.

44. Thank You!
Greg Clark
greg.clark@c3associates.com
(403) 863-5998
www.c3associates.com
@GregClarkC3
©2012 C3 Associates, Inc.