Ecm implementation planning_workshop_hospital_sample

Build a governed Information platform using an ECM

Without the governance and organization in place you cannot build a system that users want

Please note that client identity has been redacted. ThinkDox has removed

sections and specific slides that represent key intellectual properties.

Next steps for The Hospital for Hospital

These five steps were identified as the critical needs

Establish Information Governance plan prior to the ECM upgrade

Establish Information governance as a item one of the hospital wide compliance committee’s

Build a organizational taxonomy that meets Hospital needs

Identify existing templates and taxonomy can be extended to the whole organization. E.g. NICU’s site

Establish information architecture that can increase user adoption

Expected benefits in moving to a formal ECM from SharePoint

Service/Agility OpportunitiesGeneral Public Department Intranet

Provide easier mobile or remote access

Improve end-user productivity

Integrate more easily with other services

Potential benefits hoped for with the migration to a formal ECM platform. As Hospital moves forward the IT priorities for this

project should be accounted for when defining the value.

Internal document/collaborative sites

Who

Who uses it?

What

What are they using it for?

Where

Where is it hosted now?

Why

The business rationale

How

How is it accessed?

When

When are you rolling it out?

Intranet Site • Used for communication• Employee workspace.•Links to various applications, sites, allow people the ability to choose what they need.

• Internal • employee portal to the information they need.• Links to HR• Wikidea

• A/D • Web access

• 2013 – in development with targeted rollout in July for phase 1.• Will have responsive design

Researchers (SP 2010)

• Research materials• For publications• collaboration b/w researchers

• DMZ Internal • Collaboration• Support for researchers

• Web Access• User name and passwordnecessary.• (SQL for authentication)

• on 2010,

•Key focus due to complex access control and risk issues

Departmental –collaborative site(SP 2010)

• Collaboration sites for various departments –organized by dept. • Document library

• Internal • Collaboration• document library

• A/D authentication• Web access

•Half migrated to SharePoint 2013.•Requires a variety of workflows to be built.

What applications are part of the part of the EIM Ecosystem?

Lync 2010Exchange 2010Planed upgrade to 2013Scheduling has several department level tools

Potential ECM role:Outlook integration,Schedule integration

Intelligent content and message storage

What have you got?

Email/Messaging

Servers/Storage

Enterprise Applications

Content Technologies

KidcareSpigotPeopleSoftHealth CommanderBI tools (Microsoft based)

Potential ECM role:BI accessHR access

Potentially access to Kidcare

Lync 2010Exchange 2010Planed upgrade to 2013Scheduling has several department level tools

Potential ECM role:Outlook integration,Schedule integration

Intelligent content and message storage

Windows Server 2008 R2.

Virtualized servers

Potential ECM role:Limited do not expect to provide any outside

content stores into ECM.

Key sources of information and technologies for top risk group

Mobile

Kidcare

Scheduling

Workflows

Home of PHI.

Hand-over process

Key need for effective care

Aggregator for lab tests

Has a handover note template

Has mobile app

Key desire of personas

Enables “bedside care”

Every has multiple schedules

Notification for tests, etc

Send/Share information with peers

ECM Intranet: Additional information for Intranet

User Groups:The Intranet is available for all Hospital employees. Various groups access the Intranet, including:

• Non-medical – May have a page and/or collaboration site

• Clinical staff, doctors, admin, scientists, etc.

Access

Controlled by A/D when logged into the fire wall you can access the intranet.

• The Intranet has two faces: public and private.

• Want to give access to private documents as well as public groups – but want it to appear seamless for end users, so that they aren’t aware of the 2 parts.

• Hospital specific Apps – some would need to be behind the firewall, but not necessarily – there is nothing confidential about the app piece.

Content

• Intranet contains business information – low risk information.

• HR is its own site within the intranet (PeopleSoft – web applications installed on SP) InFlight

• BI system – MSFT custom solution, SP 2010 SQL 2008 – (will be 2012.) Moving it to 2013 (?). Depends on ECM tool selection. Due to the overlapping data and content usage and needs a single platform is preferred.

• Innovation manager – Wikidea (Spigit)

• Health commander (PMIS SP 2010)

• Integration into the existing ticketing system. Configurable Manager – System Center 2012

This only gets you to the first mile of a 10 mile road

Getting users to buy-in to the system is a long one. We’re

only completing the first mile. But we’re also plotting a

course towards success for the rest of the journey.

Avoid re-building the junk drawers

Be proactive with your ECM implementation or users will default to the old habits of throwing everything in the same place.

• ECM cannot be used appropriately without a Risk profile and Information Governance plan.

• Users do not know what they want from ECM-they just know what they need to do.

• When we allow users to decide on the organization of ECM they often become frustrated with the lack of built-in tools-which then leads to dissatisfaction and low use of ECM.

Do not ask “What can an ECM do?” Ask “What do we want our ECM to do?”

An ECM is an expansive tool box that can support both application development and document management-out of the box.

• Solve this problem by have a business focused plan for the initial roll out.

• Focus on solving a user driven problem. This will likely require building workflows or addition of third party tools.

• Set up a straw man of based on IT’s view of what user’s need so that we can get the users talking about what they actually want compared to what we’ve showed them

• “This is what I think you need, Why am I wrong?”

Getting started: Information Governance basics

What skills are required to govern information

Where do we start

How do we determine value

Getting Started: Information Governance basics

Information Organization

Increase ECM Adoption through good architecture

Requirements gathering and Solution prototyping

Putting it all together

ECM requires a varied skill set for success

• Successful organizations have a mix skills within IT to administer ECM

Information Governance

IT Competency

Technologyreadiness

IT Competency Information sources risk

assessment Standard operating

procedures for requirements gathering

Mature process for application development

Basic understanding of consumerization trends

Information Competency Do you have a:Information governance

committee Program manual for

information governance Retention and archive plan Executives acknowledge

need for better user adoption A controlled vocabulary to

base user needs on

Technological Readiness Implemented an ECM solution Applied the taxonomy to the ECM Assessed the gaps in user needs and

ECM features Checked vendor roadmap for updates

to current issues

The main focus of this activity is to establish what information exists, who has access, its location, currency, and how the information is used.

Identify the top risky information sources at the organization and departmental level

• Identify information sources and assets that end-users require as well as those rogue sources that they are using to perform their jobs effectively.

Ensure you have control checks in place as you go through this exercise. Have all information sources been considered? Include network drives, fileshares, collaborative and cloud applications, flash drives/memory sticks, and any rogue sources such as desktop access databases or customized excel spreadsheets.

Information users at the department level will play a major part in this exercise as they are the knowledge sources regarding information assets.

The users can provide clarification around rogue sources that are being used, what types of information is being generated, for what purpose.

Users will have an understanding of how the information is used to perform daily tasks and responsibilities, and any inter-departmental information sharing that may occur.

Involve compliance to identify information that isconfidential or requires any additional security measures. Compliance will be able to discount information that is not subject to ediscovery or compliance requirements.

Consider the following for each information source: Who has access to each information asset, how does

the asset originate, does the asset provide current and accurate information?

Are there any information sharing activities with other departments?

Determine asset currency – is it used with some frequency, should it be destroyed or does it need to be archived.

Compile a list of the Information sources within your organization

Define the level of granularity that you need to meet your governance strategy.Do you need a plan for:1: Documents2: Folders3: Drives4: Applications

Define the type of information that you need to record.Do you need for each source:1:Relevant regulations2:Internal policies3:Who uses this information

Be transparent about the current condition of the sources.

Document the concerns for risk, value, and lifecycle properties of the information.

The inventory tool should be used to document the results of the IG committee’s decisions.

Do not expect to fill out all aspects of the inventory on the first meeting. This is a on-going process.

Determine Risk and Value criteria for classification of information sources

Risk Value

When risk outweighs value purge documents as soon as the regulations allow. Value comes from clean, clear information that has a clear use case.

Don’t forget to analyze external communications as part of your Information Governance strategy. What is the purpose of the website and social media? Who controls the information, do they understand acceptable use policies? Is there a

strategy to determine the value-can you verify claims by marketing? Is there a long term plan to use social as part of business decisions or derive revenue from its use?

• Risk comes in many forms: Compliance, litigation, loss of opportunity, productivity.

• Mitigating any one of these risks is often at the expense of the increasing other kinds of risks.

• When developing a Information Governance strategy you must define which risks are the most damaging to the enterprise and which are acceptable risks.

• What is acceptable risk? The amount of risk at which the harm, should the worst case happen, is less costly than regulating or protecting the information source.

• The biggest risk for most enterprises is keeping too much. Unaccessed content is not information it is garbage-or potentially a legal disaster.

• Value is the opposite of risk: increased productivity, new opportunities, simplified processes, findability.

• Information has no inherent value. Its value to the enterprise comes from how and who uses the information.

• The value of information to the enterprise must be put in the context of tangible benefits. Revenue, opportunity, competitive advantage.

• As information sharing and use expands-and regulations change, the value of retaining Information must be balanced with the risks that are associated with that use case and sharing method.

• What is high value information? That information that can be used to generate revenue or cut costs. E.g. customer sentiment, internal productivity analysis.

VS

Record the inventory and classify risk and value to all information sources according to established criteria

Once all sources have been identified, follow the step-by-step inventory and classification process. An excel based tool is sufficient.

An information asset inventory is one of the most important pieces of information an organization owns.

A comprehensive listing of all departmental or business unit information sources is the long term goal.

Expect this to be an on-going process that starts with the obvious IT controlled sources.

As the organization’s Information Governance policies are defined this can then become part of department meetings to expand the sources.

Inventory Information Sources Classify Information Sources

Information owners may argue that they should apply classifications, but in reality, this is an IT related task.

IT and the compliance office must work together to define the classification levels and tags that work for all organizations.

Accurately classifying information sources will ensure that appropriate access rights are assigned to the information.

Classification should be part of the taxonomy so that it can be inherited from the tags that are applied at creation.

Document your information classification system.

For enterprises with low regulatory overhead it may be sufficient govern information at the level of the drive and application. Set the retention and deletion policies for the whole source.

For those with high regulatory overhead:

Determine the lowest level at which you need to control information: piece of content versus storage location.

For most organizations the lowest level will be the same as the inventory source.

For those with less structure in their storage systems:

Use the inventory classification to define their long term governance strategy.

Use the classification tool to define the documents within the each inventory source.

Remember the difference between Information and content.

Information is what you are governing, content is where that information is

stored. Build information categories based on your

acceptable use policies.

Separate each source based on the risk you determined with the inventory tool.

Then use the tool to document the location, retention and classification of each source or piece of content.


The drivers of information organization

Information growth

User needs and characteristics

Defining the appropriate descriptors






Information Organization projects often fail to get off the ground because they start too big. Consider a project that starts with:

Engage all senior executives in a governance and steering process.”

You will never get the CEO, CFO, CxO, [the Pope, the President, etc.] in a room together at the same time. They are too busy and are focused on bigger issues.

Governance is crucial but it’s a late-stage task. You can never initiate Information Organization with governance.

The first common problem of Information Organization: the Popes & Presidents Problem (P31)

You have to start within IT before pushing out to the rest of the business

Bottom Line: Start small. Do everything you can within IT before engaging the business units.

The second issue is the Post Platoon Problem (P32)

People are very good at informally exchanging information… until the group gets two big or splits across locations

Humans are generally very good at exchanging information and organizing themselves. These attributes define the human species and conferred considerable advantages to our hunter-gatherer forebears.

Our organizational abilities breakdown when one of two things happen:

The Group is larger than 30 individuals

Traditional village groups contain about 30 people, as do many business units. This bigger group will break down into smaller parties to perform specific tasks (e.g., hunting parties, squads, fire teams, etc.). A span of 30 individuals seems to define human ability to self-organize.

The Group is spread across multiple locations

Human organization works best when everyone is co-located. Support remote teams requires additional effort for coordination.

Bottom Line: Groups that don’t suffer from the Post Platoon

Problem will not willingly adopt Information Organization projects.

Develop a strategy that avoids both the Popes and Presidents, and the Post Platoon Problems

You need a straw man strategy that starts in IT is then pushed to the rest of enterprise via the governance structure

Put together an Information Organization strategy from within IT first, before disseminating it to the rest of the enterprise. It is far easier to engage with business units and get buy in when you have already started something.

Answer some basic questions about the enterprise and its information needs and then ask the business why you’re wrong:

What are the information-related problems facing the enterprise?

How do these related to business and IT priorities?

What information sources do we actually have?

Is there risk or opportunity associated with those information sources?

Who uses these information sources and what do they really need?

Bottom Line: The straw man doesn’t have to be definitive. But it does have to be defensible!

Funnel information sources through ECM to build an Organizational level System of Information

Users create contentusing a device. The

device could be a work station or mobile

device.

?

Systems create content through

the comments and transactions (e.g. payable reports,

PHI).

1 3

Users query on keywords and

enterprise descriptors. When

ECM has access to all systems the search can be role based.

5

A single set of enterprise descriptors automates association

of similar files from multiple sources.

4

The search returns multiple documents that

have the keywords or the

same descriptors (e.g. same

author, department,

project).

6

User choice becomes a data

field to rank search (accession date).

7

Properly tagging documents

improves findability. Tags/Metadata also become the basis

for providing appropriate access and classification

2

Take a structured approach to deal with Information Organization

• There are seven steps to attaining Information Organization in the enterprise

Establish Information Organization Priorities

Build a Business Case

Build User Profiles

Identify and Prioritize Information Sources

Develop a Taxonomy

Implement the Taxonomy

Govern the Taxonomy

This is detailed in the additional workshop sent to Hospital. This

workshop talked about specifically building a strawman taxonomy.

Information Organization has three drivers: users, business, and the information itself

Balance the needs of different stakeholders with the nature of the information that you’ve got.

Users have specific demands for how they access information. They have both standard business processes and their own individual information behaviors. Both of these factors

impact on the overall success of an information organization project.

The business also has priorities for how information can be used to

address goals and priorities. Business

Users

Information

The information contained within the enterprise has its own characteristics

and demands. IT leaders have to consider the

growth rate of the information and how its maintained. They must also consider how the information is currently

structured. Folders often contain order that might

not be obvious but is important to particular

business functions.

Unstructured information has several unique features

We have to provide the structure for the information

1. It doesn’t attach to a specific business process

2. No standards.

3. No centralized home

4. No centralized owner

5. No obvious description

Unstructured information rarely attaches to a specific system or process. It accumulates outside of the systems of record that typically maintain records and standard communication.

Documents rarely adhere to strict templates and users deploy informal and irregular writing and wording.

The information may – or may not – be restricted to a single repository.

The information may – or may not – have a designated owner who is still employed by the enterprise.

It may be impossible to determine what the information is about without a detailed investigation.

0% 10% 20% 30% 40% 50%

Managing SP withincentralized info policy

Managing process change

Technical more difficult thananticipated

User resistance incommitting documents to SP

Taking longer than expectedto roll out

Governance: management ofsite proliferation

Lack of expertise tomaximise its usefulness

Governance: metadata,classification, taxonomy

Lack of strategic plans onwhat to use it for

Search and Information Governance plague SharePoint deployments

• An multiple studies have revealed that

◦ 33% of SharePoint projects have problems with governance

◦ 27% with findability

◦ 25% with content management.

• A 2012 AIIM study found that

◦ 39% of implementations struggled with content migration

◦ 34% with information governance

◦ 41% claim that "Governance: mgt of metadata and taxonomies" are among their "biggest on-going technical issues"

• A 2011 AIIM report indicates the biggest ECM upgrade concern was "Standardizing on a taxonomy or metadata template."

Source: AIIM Industry Watch. Using SharePoint for ECM. 2011. n = 400

SharePoint isn’t a panacea for findability. The biggest challenges are with metadata and governance

Strategic plans and information governance are the biggest issues facing SharePoint as an ECM

1.3 What are your information sources (~15)?

Information sources?Is it a… priority?

Is it a… risk?

x

x

x

x

x

x

x

Get a list of information sources. There might be many but we only really need about 15 for demonstration purposes. If

possible, go beyond the top level of a file share, but avoid going

below three levels.

1. Brainstorm a list of different information sources. They could be file shares, existing document management repositories, or cloud-based services.

2. Refer back to existing system topology maps as memory aid and to guide the conversation.

3. Ask participants if the information source represent a business priority or a risk and mark them accordingly.

Delete this box.

Completion TipsX

Facilitator Insights

This step can be surprisingly difficult. People get overwhelmed quite easily. If necessary, start with what people know best – the information sources within IT.

What it looks like (early stage):

It’s a good idea to go into this exercise with a control document Can you get a list of existing file shares? Or maybe you can go through the enterprise department by department. Regardless, it’s often helpful to have some sort of list that you can check off and say “what about…?”

File shares are tricky. Participants will be tempted to just throw out the names of various drives (e.g., “the N: drive”). In most cases, that particular drive will have a variety of different uses or information sources. Write down the name of the drive and ask if it’s a priority or risk. If it is, start drilling down into the drive structure to identify information sources. As a rule of thumb, look down three layers. People don’t typically want to click through more than three layers of detail.

Tell participants that they will have homework. This exercise is really just a part of a broader Information Governance initiative.

Classification is hard. It is an exercise in logic, philosophy, and – occasionally – faith, since it deals with universalities. Thomas Jefferson, for example, ordered the books in Monticello according to Francis Bacon’s Faculties of the Mind: Memory (History), Reason (Philosophy), and Imagination (Fine Arts). Melvil Dewey borrowed this structure – and indirectly borrowed from Hegel – to create the popular Dewey Decimal System.

The best approach for IT comes from S.R. Ranganathan. He was inspired by both Meccano and Hindu mysticism to create a scheme centered on five key facets:

How do we actually classify stuff?

But what actually belongs in the taxonomy?

Facet Description Examples

Personality The core subject of the work. Ignore it! It is too difficult to operationalize in the typical enterprise.

Matter Objects, typically inanimate. Desktops; Servers; Storage; Buildings.

EnergyActions and Interactions. It can also describe specific processes.

Customer service; Quality control; Manufacturing; Research; Accounts payable.

SpaceLocations, departments, or similar descriptors.

Human resources; APAC; Guatemala; Building A2.

Time Hour, period, or duration Morning; Q3; Financial close; Winter; 2011.

Managed metadata, taxonomies, ontologies, thesauri, etc. all have subtle differences but share some core elements:

• Authority file. Names that can be used. Descriptors and names are listed in authority files.

• Broader term. Terms to which other terms are subordinate.

• Category. Grouping of terms which are associated, either semantically or statistically.

• Related term. Terms which are similar to one another and often exist in the same category.

• Modifier. A term that narrows the focus of another term. For example, the use of “Character” in the compound term “Stanton, Archibald – Character”.

• Narrower term. A term that is subordinate to another in a category.

• Preferred term. The term that is used for indexing among a group of related terms.

• Scope note. Direction on how to apply a term explaining usage and coverage.

The controlled vocabulary is the basis of taxonomy and findability

It can get complicated, but focus on the core elements.

Controlled Vocabulary

Thesaurus

Ontology

Controlled Vocabulary

Start to build a taxonomy by defining key user groups as personas

Role:

What do they do?

What are their key challenges?

E. What are their activities?

Se. For what do they search?

M. What document types do they use?

S. Where do they work?

T. When do they work?

Code

Identify key challenges with

information use or access.

Now that we have some of this

information use it to jump start the

taxonomy process

Hospital Persona(s) - Research Students

• What do they do?

• Support principal investigators

• Gain research investigators

• volunteers

• What are their activities?

• Reviewing Health records

• Analyze data

• Present results (mainly internal)

• REB (research ethics board) research proposal

• What are their challenges

• No system control improving

• Lack of knowledge on proper systems

• Don’t’ know policies, procedures, or tech

• Overreliance on PI’s data set

• Unmanaged devices

• Activities

• Building a Proposal (REB)

• Primary Data analysis

• Satisfaction Studies

Hospital Persona(s) - Clinical Researchers / Doctors / Educators

• What do they do:

• Research

• Admin functions

• Education

• Committee work

• Tertiary care

• Challenges:

• Don’t like controls

• Don’t like to wait

• Move around a lot (many offices and locations)

• Scheduling across locations

• Activities

• Seeing Patients

• Supervising Trainees

• Committee Work

• Budgeting for Grants

• REB submissions

• Handover charts

2.1.2 Create cards

DPC

- Project Proposals

- M

Facet code

Persona code

Descriptor

Potential taxonomy descriptors -Research Student (RS)

• Document types (M category)

• Clinical data (in Excel)

• EPC report

• Paper chart

• Proposal templates

• Standard guidelines

• PPT presentations

• Webpages

• Web-based surveys (Red Cap)

• HR forms

• Reporting document (evaluation form)

• Directory

• Email

• Map of hospital

• Activities (E category)

• Reviewing Health records

• Primary analyze data

• Present results - internal

• Present results - external

• Build Proposals

• Scheduling

• Space (S category)

• Department

• Pillars

• Program

• Project

• Group

• Res program

• Physical location

• On-site

• Off-site

• Building names

• Remote locations

• Time (T category)

• Academic year

• Calendar year

• Summer

• Semester

• REB Proposal phases


Don’t just throw the cards into a box. People will lose track of what they have actually already produced. And it always looks good to line stuff up on the boardroom table.

What it looks like:

Don’t forget to append codes for both the persona and the relevant facet. You will need the persona code to build out formal personas and you need the facet code to actually sort these things.

Try to get through between five and eight roles. After eight roles you typically won’t be finding anything new. Remember that part of the governance process is actually refining the taxonomy.

Refer back to what you’ve already done to bootstrap the process. Go back to activities where you have identified roles, document types, or key activities and use those to guide the conversation.

Potential taxonomy descriptors Doctor/Researcher Part 1

• Document types (M category)

• Hand over

• Patient care plans

• Policy and Procedure documents

• In-bound referral documents (ARM system)

• MD Centre – dictation of notes (transcript)

• Video and Pictures

• PPT presentations – external/internal

• HR documents

• Credentialing

• Email

• Calendars

• Billing documents and forms

• Project documents (committee documents)

• Academic outputs

• Finance reports (budgeting)

• KidCare

• Fellowship and resident resumes (recruiting docs)

• Academic Track

• Activities (E category)

• Scheduling Patient Care

• Seeing Patients

• Supervising Trainees

• Committee Work

• Budgeting for Grants

• REB submissions

• Handover charts

• Presentation of Patients

• Conferences

• Huddles

• Classroom teaching

• Patient Care

• Clinical documentation

• Billing Reports

Potential taxonomy descriptors Doctor/Researcher Part 2

• Space (S category)

• Clinics

• Operating room (OR)

• Department

• Pillars

• University locations (UofT)

• Off-site

• Hospitals

• Remote

• Time (T category)

• Clinic hours

• On-call

• Academic year

• Fiscal year

• Conference year

• Grant schedules

What types of descriptors account for risk classification

Privacy Security Compliance Records

- PHI Guidelines - PHIPA - Short retention- Patient record

Our five minute sorting exercise yielded potential categories and some detailed descriptors.

Dept budget

Billing

Budget related

External presentation

Remote

REB proposal

Surveys

Research activities

Location

MD credentials

Academic track

Daily activities

Calendar

Hand-over

Clinical activities

Potential taxonomy

descriptors(MEST)

These could be the drop-down terms

Wide category

Remember this initial goal is about gaining control over documents. When combined with the Folksonomy tools in ECM 2013 this can be

a powerful set of descriptors

These are probably too specific. Additional non-medical personas

will generalize these further to make them usable.


It might be easier to send people out for tea or lunch and put together a rough cut at the organizational structure. Then, when the participants return to the room, give participants one particular bundle of cards –a complete facet – and ask them to refine the sorting and prioritization.

What it looks like:

If the group is engaged, take the opportunity to ask for additional cards that might be missing or any other feedback the participants might have.

This activity is tough. People are generally pretty engaged in initially creating the cards but sorting them is a bit of a hassle. Some will elect to use the initial sort as the basis for the codified taxonomy and to address shortcomings as part of the governance process.

Start your taxonomy based on the vocabulary that already exists

Pillar

Depart.Budget related

Location

Research activities

Daily activities

Clinical activities

Folks-onomy

Intranet WorkshopOther

sources

NICU?

Kidcare

Remember our goal at the beginning is to have enough

taxonomy to confidently allow users to add content to ECM for

the purposes that the organization has defined. The

taxonomy WILL need to updated through a controlled process.

The key with folksonomy is a clear process for evaluating the usage. The goal should be to have these

integrated into the controlled vocabulary to replace unused

terms rather than create a shadow metadata system

2.2.3 Document facets

- Document Type

- Activity

- Location

- Phase

- Privacy

- Retention

Actually documenting the facets and taxonomy is

going to be homework for the participants.







Section Removed

These topics were discussed

• Define the ECM problem

• Breakdown user into their activities

• Map the information that users need

• Identify the source of end-user frustration

• Implement the taxonomy

• Govern the taxonomy







Section Removed


• Matching problems to solutions

• Defining the requirements for that solution

• Use the website tools that users want

• Define ECM wide deficits

• Build a wireframe prototype







Section Removed


Determine how to govern information

Build a SOP to manage ECM

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