It starts out really simple; build us a thing that allows some people (all with common objectives / properties) to do some business with us. Easy, right? It is so far. Then things get interesting.
As other business units hear about what’s going on they want in on the action. As the original business unit finds out what is possible they want to extend functionality and include additional stakeholder groups. As executives realize the possibilities they decide they’re going to hang the entire organization’s “social strategy” on this thing that really started as something truly simple.
In some cases projects morph into programs because they become victims of their own success. Normally this is not an issue for either the vendor/SI or the client. However, when the mindset going in is really that of a project, changing the mindset to one of a program is not the easiest thing in the world to do. Typically what happens is that you end up with a bunch of projects being executed, somewhat in parallel, with little real coordination, and a high risk level of failure for all the projects.
Everyone on the planet worth listening to regarding ECM has said that ECM is not a project; it’s a state of being (maybe not everyone said that). The point is that ECM is not a thing; it is a concept of how to work with information in all its glorious forms. When you start implementing ECM you need to approach it as a cumulative exercise, the value of which increases over time and scope (not by throwing more bodies at it).
Start with something small and simple. For example; replace that $80K photo copier / collator / hole puncher behemoth with a document management solution that lets you distribute stuff electronically. Sure you’ll raise the ire of those two old biddies whose entire public sector career for the last umpteen years has been to be the gatekeepers of that big-ass machine. So what? Work with them and turn them into your first user adoption success story. But don’t stop.
Each additional piece of effort needs to build on the success of preceding wins. It doesn’t matter if you’re building upon deployed solutions, lessons learned, change management, …., it only matters that you keep building and moving towards your eventual end goal. Hint: the goal line keeps moving.
One other thing that REALLY matters is to have a plan. Your plan will change. New stuff will come in, some stuff will get thrown out, and priorities will change. This-is-o-kay. It does not mean you develop a plan and then toss it. No, no, no. It means you develop an initial plan and adjust it as situations dictate. It also means that you better have a damn good change management plan in place.
If you do not have a plan and a program mindset, and you’re lucky enough to have a resounding success with your first ECM dalliance, and “they” want more, … if you are very, very lucky the worst that will happen is that you will end up breathless (like I get when I read The House that Jack Built to my daughter) and stressed. However, in all likelihood you will end up holding the bag for an unmitigated disaster. And you will deserve it for not having a plan.
Have a plan.
Have the right mindset.
Build on success.