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?