Leaders in Enterprise Content Management and Document Management

1. Leaders in Enterprise Content Management and Document Management Connecting Content | Driving Performance

2. Agenda • What is a ECM Center of Excellence and its Goals? • What are the building Blocks of a COE to meet the Goals? • What does a “Building an ECM Center of Excellence” offering engagement look like?

3. ECM Center of Excellence An ECM Center of Excellence is a permanent competency center in the enterprise that supports the efficient implementation, enhancement, maintenance, and leverage of Enterprise Content Management capabilities. ECM failure is caused by lack of focus ECM Center of Excellence “An Organization for the Enablement of ECM Technology Services”

4. COE Goal #1 Utilized COE Services to Provide High Quality Solutions • Evangelize and make your life easer • Provide proven methodologies and resources for project engagements • Identify opportunities for appropriate use of technologies • Use the right technology to solve the problem, not the hammer looking for a nail • Integrate the business process and the technology seamlessly • Match the scope of the solution with the business objectives

5. COE Goal #2Faster Time to Market of Enabled Business Solutions • Single location to address questions • Positioned to quickly respond to • Ever-changing business environments as they introduce new products and services • Changing technology demands • Remain agile from a technology/product perspective • Measure, measure, measure

6. COE Goal # 3Enable Data and Corporate Governance Compliance Programs • Corporate Governance Compliance • Ensure that Corporate Compliance (Records Management) is addressed around all ECM Technologies • Data Governance • Own the governance of Corporate Taxonomies not the taxonomy

7. COE Goal #4Ensure Effectiveness Across Enterprise • Provide shared repositories • Develop and Leverage reusable services • Develop CHAMPIONS within the enterprise • Provide governance and best practices • Develop synergies of concentrated talent • Stay in front of the trends to provide just-in-time investment • Partner with business lines to prevent false starts with vendors selling products (point solutions, SharePoint)

8. The Value Proposition • Speed to Market • Consult to keep each group from "finding their own way" in the solution • Jump start idea generation for the business solution and the technology implementation • Expertise to drive business process improvements • Resource Reuse and Reduced Costs • Center of excellence resources • Hardware and software infrastructure • Services and common components • Making the most out of the investment Having an internal group with the required skills to champion ECM technology has proven to be a great benefit to the Enterprise. Scott Flemming, Vice-President Wachovia Corporation • Reduce Risk • Leverage experienced resources and proven methodologies to help guarantee successful solutions. • Assist customer resources who may not have experience designing and implementing solutions • Learn from your mistakes

9. Real COE Results • 2.3 Million in Saving within 2 year of Implementation of a SOA Content Integration Service • COE Contribution: With the enterprise focus of the COE, a service based solution was developed to be leveraged across all ECM technologies • Content enable 9 LOB application within one year • COE Contribution: By developing reusable services and levering expertise, the COE enable more business application in one year than in total over the prior 17 years as a silo organization • 40% decrease in content storage cost to the enterprise • COE Contribution: Evaluated the content storage needs across all ECM Repositories and deployed new storage technologies to reduce cost as well as quicker business continuity recovery. • 70% decrease in content access cost to the enterprise • COE Contribution: COE lead an effort that better allocate COE staff cost back to projects as well as consolidate ECM technology software/hardware where possible.

10. ECM Center of Excellence – Building Blocks • ECM Technology is one intangible asset but alone it creates no value. • Value Creation is achieved by developing these key Intangible assets COE Strategy / Measurement Skills Engagement Model Funding Model Services Focused

11. ECM COE Strategy • What is a ECM COE Strategy? • A strategy that describes the activities for transforming the ECM related intangible assets (ECM Technology, Skills, Processes) into tangible customer and financial outcomes

12. COE Strategy / Measurement Develop the Strategy Map (Private Sector)

13. COE Strategy / Measurement Measure the Strategy What Gets Measured • Leading indicators • Look at estimated future performance (Drivers) • Take a before picture of performance • Lagging indicators • Look at past performance (Outcome) • Track and advertise these numbers Gets Done

14. Develop COE Strategy Rollout Execution Plan

15. ECM Center of Excellence – Building Blocks COE Strategy / Measurement Skills Engagement Model Funding Model Services Focused

16. ECM Center of Excellence – Services Enablers

17. Services Enabler – ECM Program Manager • Senior level technical project manager knowledgeable in ECM technologies • Provide the following services: • Ensure COE ECM program services are visible, planned and managed to the client’s goals and objectives • Facilitate the development of ECM vision and strategy • Ensures the development, promotion and management of COE ECM services • Oversee the creation and adherence of best practices and proven methodologies • Develop and continuously refine COE metrics and management reporting

18. Services Enabler – Consultants/Architects • Senior level technology resources with deep experience in IT solution delivery • Specialized in the following technologies: • Content Repositories • Content Clients • Capture • Content Integration • Document-Centric Workflow • Provide the following services: • Define corporate ECM strategies • Technology research, education, and direction • Solutions design • Solution Design Process

19. Services Enabler –ECM BA • Analysis resources experienced in process design and content solutions • Provide the following services: • Document usage analysis • Process modeling • Design business processes • Business Requirements • Requirement Gathering Process • Functional Design Document • Drive Solution Prototype

20. Services Enabler –Software Engineers • Experienced technology resources, deeply skilled in the products, tools, and techniques used to implement ECM solutions • Provide the following services: • Detailed technical design document • Product implementations and customization • Reusable services development • Support of hosted services • Detail Technical Design Process

21. Services Enabler –Project Managers • Experienced in project planning and work management • Provide the following services: • Project plan development • Project and engagement management • Resource scheduling • Engagement Process

22. ECM Center of Excellence – Building Blocks COE Strategy / Measurement Skills Engagement Model Funding Model Services Focused

23. Project Engagement Model – Project Scope • COE Responsible for the ECM portion of Solution • Partner with the IT organization that has responsibility for the specific lines of business • Not a project resource bench

24. Project Engagement Model – Approach • Right resources at the right time • Staff augmentation, strike force • Provide skilled resources that are not available in the lines of businesses or IT • Resources that understand every facet of ECM solutions

25. Project Engagement Model – COE Operating Model COE Services Drivers Business Project Needs Industry Direction COE Services Offerings ECM Industry Direction

26. ECM Center of Excellence – Building Blocks COE Strategy / Measurement Skills Engagement Model Funding Model Services Focused

27. ECM Center of Excellence - Funding Enterprise Funding for Enterprise Initiatives Project Funding (Consulting/Solution Design and Services Development) • Costs are recovered through engagements and services • Costs are a component of the overall project • Projects are billed, when they become projects • Do not assign full time resources to a project, but recover actual time worked • Maintain flexibility with maximum access to the capabilities of resources - no waste Recovery ECM Consultant Process Engineers Project Managers System Engineers (% supporting projects and developing services) Cost Pool ECM COE Resource and Services Development COST

28. ECM Center of Excellence – Funding Charge per object retrieval to user department Monthly Charge to Business Owner for content storage use Recovery Recovery Shared Repositories SW/HW System Engineers Cost (% for Support) COE Management ECM Architects (% for Strategy Work) Cost Pool Shared Repositories Storage Cost Pool Shared Repositories Monthly Shared Repository Storage Cost Charge per transaction to user department COST COST Recovery Cost Pool Content Integration Services Content Integration Services HW/SW System Engineers Cost (% for Support) COST

29. ECM Center of Excellence –Building Blocks COE Strategy / Measurement Skills Engagement Model Funding Model Services Focused

30. ECM Center Of Excellence –Technology Services Examples • Shared Technology Services • Repositories • Client Application Services • User Interface components • Third Party Product/Services • Notification Services • Validation Services • Ingestion Services • Content Life Cycle Management Services • Content Transformation Services • SOA Integration Services

31. Process to develop a COE?

32. Backup Slides

33. Additional Success Factors • Design good solutions • Stay current on technologies • Think services • Measurement/Reporting

34. Additional Success Factors Design good solutions • Educate the customer on technology capabilities • Conduct document usage analysis • Perform process analysis • Design goals • Seamlessly blend business processes and content management • Simplify the resulting process

35. Additional Success Factors Stay current on technologies • In-depth Tier one and tier two vendor analysis • Technology and industry conferences • Industry Analyst/Research organizations • Vendor partner lab visits • Proof of technology • Commitment to education • Socializing information - Community involvement

36. Additional Success Factors Think services • Sell the service model • Most groups will want to try to do it themselves. Make the business case that makes it impossible for them not to accept the common service. • Assume and design for reusability • Should be used for subsequent projects, design with that in mind • Build only what you need when you need it • Capability and capacity, this allows the proper amount of investment per service • Leverage available technology • Use proofs of technologies to establish a skeleton approach • Jump start the service development process when it is needed.

37. Additional Success Factors “That which is measured improves” “What we measure communicates our priorities and thushas a powerful link to strategy” * Measurements • Engagement Process Support • Staff Utilization closely monitored and forecasted • Compile historical project data • Project Pipeline • Track Hard/Soft Benefits of COE Services • Track Cost and Recovery of services • Operational Matrix • HW/SW Planning • Availability, Response Time * Anders Wester – Vice President, Business Transformation & Strategic Planning, Tetra Pak Group