Enterprise Content Management

Team Members

Erik DeckerKen Hebel

Mitch HobanPeter Prina

Jackie RodriguezThejashree Sengodan

Project Management – ISOM 484 Summer 2009

Enterprise Content Management

MANAGE• Record Management• Document Control• Workflow

Management• Collaboration

Financial Aid 

Undergrad Admission

Reg & Records

Graduate Admissins

Capture

Deliver

Store Preserve

All others

INTRA OFFICE INTER OFFICE

Definition & Scope

Project Definition

Purpose:

To acquire an Enterprise Content Management suite of

products.

To enable:

Workflow enhancements

Process improvements

Imaging and on-line document sharing across Loyola.

Project Definition (cont..) How the project was defined:

Needs Teams Stakeholders Department input Consultant input Software providers Prior implementation attempts Brainstorming 1 Year process

Project Definition (cont..)

Primary Stakeholders:Undergraduate Admissions

Registration & Records

Accounting

Academic Advising

Financial Aid

Graduate Enrollment

Project Scope Scope: To “implement the DocFinity software to support ECM

throughout the University, enabling any departments requesting an enterprise content management solution to utilize Docfinity.”

Within Scope: Concert current imaging systems Streamline imaging processes Reduce annual maintenance costs Augment current intra-department processes Increase efficiency Ease retrieval of scanned documents Reduce Physical Storage Space

Out of Scope

Re-engineering functional processes

Peripheral tasks

Back scanning

Departmental document retention policies

Replacement of other enterprise applications

Roles & Responsibility

ECM Hierarchy ChartInformation Technology Executive Steering Committee

Project Review Board

Program Manager

Project Manager

ITS

Product Owner

Technical Staff

Server Manager

Technical Staff

Technical Staff

UISO

Security Staff

Functional Department

s

Staff

Staff

Business Process Architect

Champion

ECM Administrato

r

Matrix Style

PMO defines the methodology for the ECM program which is a matrix

style.  PMO created ITESC and PRB

The PRB is made up of nine members and one chair person. The PRB

works with all projects initiated from the business departments,

categorizing them into priorities A, B, C, D or Mandatory. The PRB then

feeds the A and mandatory projects up to the ITESC. which rates the

priorities of all the A's projects.

The ITESC consist of executive senior management and the president of

the university. Rates the priorities all A and mandatory projects.

Program Manager & Project Manager

Program Manager is responsible for insuring the individual projects

are in alignment with the goals of the ECM program".

Project Manager runs each project that is created from the ECM

program including management of project plan, identifying tasks

and assignment of resources.

Time and budget management.

Communication and risk mitigation.

ITS implements the ECM Program

Their ECM role is the Executive Stakeholder, Business Process

Architect, Champion and Security.

BPA assist with the development of implementation plan and

implementation oversight. Leads the business process review and

design efforts. The BPA is also the ECM Champion.

Security ensures security policies and procedures are consistent with

Loyola’s security policies.

ITS Sponsor - Primary approval authority for required purchases.

Addresses issues with project priorities and resource constraints as

escalated by the Product owner or PM.

ECM Administrator – administration & configuration of the ECM

product. Works with BPA. Develop ECM and training

documentation. Backup for Security Administrator

ITS Product Owner - Ownership of all application integration

design, vendor management & relationships for product support.

Make decisions for product configuration & infrastructure.

Responsible for product versioning and upgrade decisions.

Primary Stakeholders Undergraduate Admissions - replacing their current imaging

application with ECM

Registration & Records - subject matter expertise in order to guide &

give insight to several other departmental functions and the inter-

relationship between departments.

Accounting – subject matter expertise of the Accounting office

Academic Advising - improving the efficiency & accuracy fo student

records

Financial Aid – enhancement of processing tuition forms

Graduate Enrollment – integration with R+

Critique Clear methodology direction for the ECM program

The PMO uses project management methodology through the

complete project management lifecycle. Therefore, creating the

ITESC and PRB

Roles and responsibilities are well defined for the functional team

members involved.

Roles are defined for each phase of the ECM program

In contrast , the stakeholders responsibilities were not all clearly

defined. This made it difficult to understand their roles in the ECM

program

Project Tracking and Control

Internal Project Control Project plan and schedule is developed for each department, based on their

“Go Live” timeframe

FM submits a weekly status report to PM

The risks/issues are tracked using the open source software Mantis bug

tracking system.

Resolution of project issues is incorporated into the project timeline.

No culture of tracking internal labor work hours

No accurate way of calculating the time spent on the project.

No process of calculating the percentage of work completed

No Gating process in current PM process

Sample – Weekly Status ReportECM Implementation

Project

Functional Lead

Prior

Current

Remarks/ Issues/ Milestones

OVERALL ECM PROGRAM HEALTH John Pelissero

Lime Lime Recent Activity: Analysis, planning and development activities underway for all sub-projects, primarily focusing on Advancement and UGrad. Next Steps: 1) Continue analysis, development and implementation activities, 2) Continue data conversions.

Financial Aid/Enrollment Operations PSS: 830

Amanda Fijal Green Green Recent Activity: Continue CY 2001 data conversion; scheduled to be completed by 6/30/09. Next Steps: 1) Continue CY 2001 data conversion activities.

Undergraduate Admissions PSS: 924

Lori Greene Lime Lime Recent Activity: OIT conference call held on 6/18/2009. Updated Grid from Functional Leads and highlighted document “touch points.” Preparing proposal for new cascade structure related to indexing of academic transcripts. Next Steps: 1) Meet with Sponsor to validate implementation schedule and requirements, 2) Begin development of test environment

Program Components

Stakeholders track and control project by conducting a monthly

meeting with PM, ECM PM, Sponsor, ECM analyst, FM and BPA

A monthly executive status report is submitted for review by PM

Performance Evaluation methods and Criteria

Project requirements

Critical Success Factors

An internal test

Test in the testing environment

An expert review and validation of the project

Tracking and Control by Stakeholders

Sample – Executive Status Report

Prior Current Remarks Overall Lime Lime Overall project remains in a healthy status, Lime.

Analysis & Planning underway for all sub-projects. Resource constraints impact the teams’ ability to implement departments quicker. Team is working together to mitigate this risk.

Financial Aid / Enrollment Operations PSS: 830

Lime Lime Data conversion continues. All data conversion activities should be completed by June 30. No other development activities panned at this time.

Undergraduate Admissions PSS: 924

Green Lime Gathering implementation information and developing the consolidated implementation document.

Advancement (Compliance) PSS: 925

Green Green Configuration of test environment underway. Chase developing process to enable LUC to retrieve images from their site. Team developing processes to retrieve images and redact data prior to importing into DocFinity.

Child Law (Back-Scanning & Retrieval) PSS: 926

Green Green Follow-up meeting held to review a DocFinity demo and discuss next steps. Child Law is reviewing their information.

Academic Advising (Process Review) PSS: 927

Lime Lime Completed Governance review meeting with feedback from current state meetings and discuss next steps. All “future state” workshop meetings scheduled. Completed 4 of 6 work shops. Escalated concerns regarding the future state mtgs.

STATUS (Healthy to Unhealthy - Green, Lime, Yellow, Orange or Red)

NBR

OWNER

ISSUE RISK

ACTION STATUS (Green, Lime, Yellow, Orange, Red)

AWARENESS

TARGET COMPLETION

1 Imagio data conversion of Financial Aid data is taking longer than expected.

Completed review of processes and implemented improvements to expedite the completion of the conversion activities. Conversion of remaining Financial Aid data scheduled to be completed by 6/30/09.

3/ 1/ 09

ITS Potential impact to project schedule and ability to complete transition away from Imagio on a timely basis.

Lime 6/ 30/ 09

Updated Project Plan

Issues Archive

External Project Control Preliminary plan prepared by contractors

Project deliverables Activities Assumptions Roles and responsibilities Schedule and cost Articulate point of completion Testing Criteria Project Phases

Level of communication is high Contractors are firm in following the scheduling, reporting documents,

demonstrating and testing the products Uses Change Control form

Change Control Scope Change Control -The back up plan is to continue the current

system or a third party will get the work done

Schedule Change Control - Occurred several changes in schedule for

each department

Quality Control - A preliminary plan was prepared containing a list of

factors that limit the execution of project

No change control form used in ECM project

No change control procedures followed

No change control board is present in current PM process

Freeze dates are established only for the data conversion process.

Management Methodology

Recommendations & Critique

Communicate with functional manager to schedule and plan

Communicate with team members

Need to track internal labor hours

Need change form control

Performance evaluation methods and criteria are used to assess

Tracking and controlling issues are easily managed

Schedule Management

Schedule No master WBS

Loyola’s culture not responsive to structure

Milestone work breakdown

Functional managers responsible

No AoA, AON or PERT charts

Departmental Downtime

Planning Grid

Project Status Prior Current Remarks

Overall Lime Lime The project remains in a fairly healthy status, Lime. Analysis and Planning continues for all sub-projects.

Financial Aid / Enrollment OperationsPSS: 830

Lime Lime Completed development of PeopleSoft integration and OIT “hot key” screen scraping functionality. Data conversion continues.

Undergraduate AdmissionsPSS: 924

Green Green Met with Admissions to review their initial development of the Document Grid.

Advancement (Compliance)PSS: 925

Lime Green Health upgraded “Green” from “Lime”’. Chase Bank is able to develop export process that will enable LUC to import images into DocFinity.

Child Law (Back-Scanning & Retrieval)PSS: 926

Green Green Follow-up meeting scheduled to review a DocFinity demo and discuss next steps.

Academic Advising (Process Review)PSS: 927

Green Green Completed all “current state” workshop meetings. Completed work group review meeting. Consolidated all data from current state meetings. Scheduled Governance Group meeting to review feedback from current state meetings and discuss next steps.

Critique

Current scheduling structure lacks

Resource requirements

Accurate time estimates

Risk assessment

Cost

Less cohesive project

Use what works!

Resource Management

Resource Evaluation

Review of existing staff levels

Analysis of other institutions

Gap discovered! Technical Resource

Business Resource

Created Positions

Business Process Architect

Business & ITS Liaison

Gathers user requirements

Creates system requirements

100% dedication to ECM program

ECM Administrator

System administrator – implements system reqs.

100% dedication to ECM program

Resource Issues – The Cause

Does not exist

Not new to ECM

ITS managers - Roadblock to Staff

ITS Culture

Push back from managers to do resource planning

No work breakdown structure

No resource scheduling

Previous attempts at Resource Planning Failed

The Effect Lack of a work breakdown structure

Lack of a detailed project schedule

Milestone based rather than effort based

Same resource responsible for all ECM projects

No resource planning means no ability to determine if

resource is overwhelmed

ACTION ITEMS / TASKS

OWNER

RESOURCES NEEDED / DURATION

DATE STATUS COMPLETION DATE

STATUS REPORT

Complete CY2004 FA data conversion

ITS ITS 4/1/09 In Progress 4/24/09 Q1

Complete CY2004 FA data conversion

ITS ITS 4/1/09 Complete 5/15/09 Q2

Risk

Lack of resource planning has been identified as a risk

NBR

OWNER

ISSUE

RISK

ACTION

STATUS

AWARENESS

TARGET COMPLETION DATE

2 Resource constraints – small focused ITS group which could lead to conflicts with other activities.

Continuing to focus on task assignments. Will escalate to project sponsors if necessary.

4/1/09

Project Manager

Potential impact to project schedule and ability to quickly implement each department.

Lime Ongoing

Recommendations

Matrix style project hierarchy

Needs further adoption by ITS senior management

Institute some sort of basic resource planning

Summarized project tasks with actual work estimates

Summarize project availability vs operational per resource

Fit summarized tasks into project availability over whole

department

Project Prioritization already exists – Project Portfolio

Project Portfolio Example

Recommendations (2)

With that basic resource information…

Schedules based on effort rather than deadline

Ability to calculate resources needed per milestone

tasks

High level multi-project resource plotting & leveling

The best of both worlds!

Budget Management

Creation of Capital Budget:

RFI for ballpark amount

RFP for quote

ROI analysis

Budget (cont..)

No additional funds have been requested

Additional funds would be formally approved by Information

Technology Executive Steering Committee (ITESC) and if

needed the Budget Review Team (BRT)

Monthly meetings w/ Program Manager and Program Sponsor

Cannot overspend – will not pay when account reaches $0

No expiration date on funds

Budget (cont..)

Budget - Critique

Research

Monthly audit

Do not use CPI, EC, or EAC

Lessons Learned

Needs AnalysisRFPScopeCulture

Thank You Questions & Comments ???