Hi.
We did a small EDRMS pilot here in 2005 (by small I mean one business
unit). We concluded that the following corporate standards have to be
in place (in no particular order) before you can even think about
implementing EDRMS:
1. Close collaboration between each unit, the project team, ICT and
records/knowledge management
2. Business process analysis: processes/workflow will nearly always
need rejigging to improve efficiency
3. Records audit
4. Records classification scheme/file plan and folder structure
5. Records disposal schedule
6. Security standards and definition of roles
7. Scanning requirements
8. Metadata standards
9. Agreed terminology
10. Naming conventions
11. Search and retrieval strategy and mechanisms
12. Information sharing requirements (e.g. need to interface with
other systems)
13. ICT strategy and infrastructure changes
14. Lock-down of systems versus voluntary participation (i.e. which
you will enforce)
15. Senior management support and user acceptance
16. Information and business readiness
If those standards aren't in place (especially the last 2) or at least
being seriously considered at a senior level then we now know that EDRMS
will fail. And we also decided that it's pointless to leave out e-mail,
given that at least 75% of all our business is now carried on via
e-mail.
Clare
Clare Cowling
Records Manager
The Law Society
113 Chancery Lane
London WC2A 1PL
Tel 020 7320 9541
(internal ext 4605)
[log in to unmask]
-----Original Message-----
From: The UK Records Management mailing list
[mailto:[log in to unmask]] On Behalf Of Peter
Emmerson
Sent: 25 October 2006 18:18
To: [log in to unmask]
Subject: Re: Successful EDRMS case studies
This is certainly borne out in our experience and explicitly in the work
that we did for ALG in London boroughs. Many were thinking of a
corporate solution but the culture was almost exclusively service and
divisionally based. Consequently most electronic (and indeed hard copy
storage) solutions were limited to a single division or service which
had included the investment in its capital and revenue budgets or
installed in a piecemeal way by corporate IT departments.
The other constraint was likely to be the total lack of the keystones of
EDRM development - a corporate records classification scheme and
corporately agreed and operated retention management processes. E-mail
was also, in most cases, totally unmanaged and dealt(?)with largely at
the individual desk top. Most people found the concept of corporate
EDRM just too large a problem to begin to approach it and there
certainly seemed to be little finance around at the level that Liz
Scott-Wilson has identified as being necessary to implement Hackney's
strategy.
In short, much talk but not much action.
Peter Emmerson
Director
Emmerson Consulting Limited
Poplar House
5 School Street
Witton-Le-Wear
County Durham DL14 0AS
Office 01388 488865
Mobile 07740 942682
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