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City of Ottawa 1
Case Study - City of Case Study - City of Ottawa Ottawa
Rendering Rendering Enterprise Content Management Enterprise Content Management Strategies OperationalStrategies Operational
Stephen Murray: Manager, Information Management
Brenda Kallio: Program Manager, IM Program Development
2City of Ottawa
Outline of Case StudyOutline of Case Study
Purpose: To provide an overview of the concepts that the City has used to implement its ECM strategy
ECM Landscape The Shift - The City’s Change in ECM The Driver - Service Delivery Transformation The Goal - ECM Target Service Architecture
Strategic Message Achieving the Goal - Eight Simplifying Concepts An Integrate Body of Knowledge - ECM Service Support
ConclusionFrom a Records Management
Perspective
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ECM LANDSCAPEECM LANDSCAPE
The Shift
The Driver
And The Goal
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The ShiftThe Shift
2001
Amalgamation – 12 Former Cities to One 9000 Computer Clients
2002-2004 – Records Foundation
Classification System and Retention Policy One Physical Records Tracking System 60 Day Email Auto Delete
2005-2008 – ECM
WCM, eDRMs, Collaboration Beyond 2008 – A Multi-Year Shift
Support Client’s use of e-Content For Service Delivery Transformation
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Driver: Service Delivery TransformationDriver: Service Delivery Transformation
New & Ongoing Activities
Align Processes and Technology to Vision Engaged and Creative Problem Solving Service Delivery Options Support Transparency Innovate New Business Strategies New Tools & Strategies for Potential Savings Increase Employee Engagement Report Progress
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Goal: ECM Target Service Goal: ECM Target Service ArchitectureArchitecture
Objective: Fully Supported Horizontal and Distributed Information Processing Infrastructure
Five Components
Information Sharing Services Information Technology Services Information Lifecycle Services Find and Retrieve Services Review Services
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ECM Target Service ArchitectureECM Target Service Architecture
Consumer
Contributor
No
Review Services
Participation, Wikis, Blogs
Retention Mgt
Records Mgt
WCM
Microsoft OfficePersonal Drives
Repository
Document Mgt
Search Engine
Processes
BI Tools
EmailIn
form
ati
on
Sh
ari
ng
Serv
ices
Disposition Services
Authoring Services
Declaration Services
Publish Services
Version & Approval Services
Yes
Find & RetrievalServices
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A QuestionA Question
Can clients use Target Service Architecture to transform their businesses - or is it all too much?
Who thinks that Government Workers Understand the scope of ECM?
• 75% do not understand ECM in terms of IM Have time to formulate necessary business processes?
• 75% Enterprise Business Process projects unsuccessful
Are ready to transform their services using ECM tools?• 75% of ECM projects not driven by Business Service
Managers
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Eight Support ConceptsEight Support Concepts
Achieving the Goal
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1. Start – 1. Start – Process and Technology Analysis
Analysis Assure trustworthy, reliable & accurate e-content
Checklist Factors Process to Create User Accounts Meta Data and Legislation System Specific Training Software Reliability & Alterations System Backup & Disaster Recovery
Follow-on Action Stating Retention Requirements Integrated Technology Changes in Business Processes
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2. Explore – Enterprise Problem Definition
Business Steering Committee
Mandate Statement Two Stages
Start Up - Problem Defined at Business Level Initiation – Problem Defined at Enterprise Level
Coordinate Work of Several Projects
Reuse existing Tools New Enterprise Technology
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Example: Reduce Reliance on Shared Network FoldersExample: Reduce Reliance on Shared Network Folders
Process and Technology Analysis Shared Network Folders not managing content as records
Start-Up Stage No lifecycle management of data Back ups – very lengthy No reporting on growth of data
Initiation Stage Pilot with Employee Services From 10 to 3 Shared Network Folders
Enterprise Problem – Shared Network Folders support undesirable client behaviour
Solution Convert clients off shared network folders to existing ECM tools Reduce use of shared network folders where cost effective Start Date: Jan 09
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3. Develop Alternatives - Annual Program Lifecycle3. Develop Alternatives - Annual Program Lifecycle
Spring
Late Summer
Fall
Winter
2. ProgramAssessment
3. ResourceAssessment
4. Planning
5. In YearAssessment
6. PerformanceAssessment
1. StrategicAssessment
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4. Prioritize: ECM Investment Management4. Prioritize: ECM Investment Management
EnterpriseArchitecture
CorporateStrategy
ECM Investment
Management
InvestmentPriorities
Spring
Late Summer
Fall
Winter
2. ProgramAssessment
3. ResourceAssessment
4. Planning
1. StrategicAssessment
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Example: 2009 IM Investment PlanExample: 2009 IM Investment Plan
2009 Corporate Portfolio Priorities
Improved Search Engines eDM Operations Reliance on Shared Drives Collaboration Services Email Archiving Scanning Services
2009 Client Portfolio Priorities
Directors & Managers Building Code Services Drinking Water Services Public Health Services Public Works Services
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5. Iterate: Client-Centric Planning5. Iterate: Client-Centric Planning
CHANGE MANAGEMENT
Service Requests (ITSM Incident Management) IM Operations Staff IM Change Board (ITSM Change Management) Client Intake Process
IM Practise WG IM Archives WG Content Integration WG Meta-data Committee
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6. Implement: Client Support Teams6. Implement: Client Support Teams
Representation IM Network Infrastructure Legal Archives Access to Information (MFIPPA) Enterprise Applications Corporate Communications Corporate Transformation
Change Client Behaviour not Technology Configuration Many Client ‘Touch’ Points Enforce Standardized HW & SW Configurations Horizontal Communications Integrated Tool Design
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Example: Iterate and ImplementExample: Iterate and Implement
Service Request
Operations Staff
IM Change Board
IM Service Development Enterprise Application
City Planners receive AutoCAD drawings. City standard is Microstation.
Decision:Contact ITS Service Desk
Operational staff could not solve Decision: Submit Change Request
Consider Change Request Decision: Yes – support non standard and Automatic
Conversion to .PDF?
Detailed Planning Decision: Procurement of conversion software
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7. Review7. Review
CityReport
Real
Pro
pert
y
Public
Work
s
Information CapabilitiesAsset Management 13240 4654Communications 67 0Development and Planning 0 0Finance 21 0Government & Corporate Mgt 138 0
Human Resources 7 0IM and IT 340 0Legal 0 0
Totals 13813 4654
Business Units
City BusinessUnits
City BusinessUnits
ClassificationPrimaries
ClassificationPrimaries
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8. Start Again: Reducing Gaps in Service Quality8. Start Again: Reducing Gaps in Service Quality
Delivery Gaps
Teamwork Employee-Job Fit Technology-Job Fit Supervisory Control Systems Role Ambiguity
Communications Gaps
Horizontal Communications Propensity to Over Promise
Management Gaps
Research Upward Communications
Planning Gaps
Commitment to Quality Goal Setting Task Standardization Perception of Feasibility
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Example: Service Delivery Quality AssessmentExample: Service Delivery Quality Assessment
2009
Service Delivery Strengths• Upward Communications • Task Standardization• Technology Job Fit
Service Delivery Concerns• Role Ambiguity
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ECM Service SupportECM Service Support
An Integrated Body of Knowledge
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The ECM ShiftThe ECM Shift
From: Fielding ECM technology types….. To: Delivery of ECM Service Support
Define: ECM Service Support• Daily activities undertaken to support clients as
they interact with the Target Service Architecture to achieve business objectives
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ECM Service SupportECM Service Support
1. Start & Explore
4. Review &Start Again
2. Develop & Resolve
3. Iterate &Implement
Process/Technology Analysis
Enterprise Problem Definition
Annual Program Lifecycle
ECM Investment Mgt
Client Centric Planning
Client Support Teams
Review
Reducing Quality Gaps
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ECM Value ChainECM Value ChainBetter Service Effects
Synchronised, Proportionate, Appropriate, Affordable
Better Service Actions
Agile, improved tempo
Better Decisions
Superior, better informedClient e-Services
ECM Service Support
Better Networks Robust, secure,
more extensive
Better Information Aggregation & Analysis
Trustworthy, reliable and accurate
Better Shared Understanding
Shared, intra-city, inter-government, and Citizens
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Agility, Flexibility and Short Time to MarketAgility, Flexibility and Short Time to Market
Start & Explore
Review &Start Again
Alternatives& Resolve
Iterate &Implement
Triage & Issue Logs
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CONCLUSIONCONCLUSION
Strategic Message: To render an ECM strategy operational, information managers must create a
persistent pattern of behaviour through which ECM service staff can support clients to achieve business
objectives
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Stephen Murray
Manager
Information Management
City of Ottawa
613-580-2424 Ext 15222
stephen.murray@ottawa.ca
Brenda Kallio
Program Manager
IM Program Development
City of Ottawa
613-580-2424 Ext 28485
brenda.kallio@ottawa.ca
Questions?Questions?