Allison Consultancy White Paper

Electronic Document Management (EDM) systems have been around since 1980, yet initially they achieved only very limited penetration of the potential market. The main reason for this, historically, has been the immature technology. This has changed and EDM is now a viable business tool, which can provide significant benefits to all organisations.

Successful implementation of EDM requires pro-active management of a broad range of issues, which can be classified into four groups:

• EDM should be driven by users who have real problems and opportunities, rather than by the IT department having a technology looking for a problem. The project manager should be from the user department.
   
• Managers need to feel comfortable that they understand the issues surrounding EDM and that they know which ‘levers’ to pull to control it. The project should be given impetus by having an Executive Champion to drive it through and ensure commitment at all levels.
   
• Management of documents has traditionally been the responsibility of Records Management / Office Services. As EDM is IT-based the project is often given to the IT department. IT may not have the necessary Records skills, and the Records Management department may feel dispossessed. Success depends upon ensuring that both groups are involved.

• Do not set your boundaries for EDM at the enterprise level - you have other trading partners (customers, suppliers, partners, regulators, etc.). Ensure that your strategy does not exclude them, although, of course a first stage implementation cannot encompass all needs.
   
• You will probably want to load a proportion of your existing documentation into the system (backfile). This exercise will highlight existing deficiencies in your records. If you don’t build this into your business case up-front the EDM project will be blamed for all the problems this may cause. Turning your backfile into electronic form may not be the only solution. Skilled advice on how to optimise this conversion process can be a major cost saving factor in your implementation, leaving you with more funds to devote to the system itself.
   
• Often, staff in one department are responsible for entering information, whilst staff in another department use the information. This means that costs and benefits are in different areas, which may in turn lead to difficulties and failure to maintain the information.

• Standards are now emerging for EDM, but these are still immature. This needs careful management if you want to exchange documents with other organisations or with other departments who may already have or be considering EDM for themselves.
   
• Printing out copies of electronic documents can be valid, but should not be made too easy. Do not install fast printers unless you really need them. EDM is a way of promoting a ‘less paper’ office rather than a ‘paperless’ office!
   
• You may need to redesign your forms. Avoid the use of half-tone shading as this causes image file sizes to increase dramatically. Check the interaction between the scanner lamp colour and the colours on your forms. It is also a good idea to check the sizes of your forms. A4 or smaller is ideal. Some forms that are slightly larger necessitate expenditure on larger format scanners, which could be put to better use if the form were reduced just a little. Very wide forms can also be problematical.

• Currently, only about 5-10% of business information is held in electronic form. EDM is designed to increase this percentage to 80-100%. This causes a major shift in working patterns and requires new skills. All staff need to be given support, education, skills training and time to learn and practice new skills. THE TEMPTATION TO PUT A RED PENCIL THROUGH THE EDUCATION & TRAINING BUDGET SHOULD BE AVOIDED AT ALL COSTS. Human factors issues are the largest cause of failure in EDM systems now that the technology has matured.
   
• A common mistake is to view innovation as ‘the start of something new’ rather than ‘the end of something old’. People need to know that their previous work was valued and be allowed to ‘let go’ of their old ways of working. This can be helped by involving them at all stages of the planning for the new system through workshops or newsletters. If they can see the benefits for themselves, they will embrace the change enthusiastically. Careful phasing of changes rather than presenting a ‘double whammy’ such as Windows and a new system both at the same time, can help to ensure that the transition goes smoothly.
   
• EDM is now sufficiently mature to be of real business benefit. It can be implemented successfully provided that the above issues are pro-actively managed.

About Allison Consultancy

Allison Consultancy is an independent organisation, which specialises in all aspects of EDM strategy, implementation and training and maintains links with all the suppliers in the EDM market. Through a network of experienced associates, we offer clients the skills of a consultant familiar with implementing EDM in similar situations to their own. We are pleased to work with clients at all stages from an initial feasibility study through building the business case, needs analysis and definition, procurement and implementation support and post project review.

Please call Dik or Joy Allison for further information: Tel 01777 871506 or email info@allicon.com.

© Allison Consultancy, Egmanton, 2005. This paper may be used for personal research purposes only. It may not be reproduced in whole or in part without the prior written consent of Allison Consultancy