Conclusion

Many enterprises in the commercial and business sectors are yet to address the inadequacies in their document and content management environment. Given the vital role that documents play in most business processes, the failure to implement management controls in this area is somewhat enigmatic. One might be forgiven for thinking that this failure is based on some wishful belief that the problem will disappear. However, many enterprises could not even adequately manage their documents in the “good old days,” when mostly physical documents were used to support business processes and “life was easier.” Perhaps some enterprises have the view that the new digitization of document formats will herald the long-awaited utopia of the “paperless office,” and the problem of having to “manage documents” will magically vanish. We do not think so. There may be a visualization aspect that impacts whether executives are able to discern that they may have a problem. With mismanaged physical document collections, executives have been able to see whether they had a problem, because they could observe collections of documents around offices, and notice volumes of documents waiting to be processed. However, millions of digital documents might be sitting mismanaged on network file systems, where it is difficult for executives to visualize the problem. Unless they care to browse the folder structures or arrange for scripts to detect the extent of document redundancy, inappropriate document naming and versioning, inadequate integrity constraints, and security issues, the disorder can remain hidden until a problem occurs. Then management’s response is reactive rather than proactive. Furthermore, the digitization of documents (or “putting them up on the intranet or Internet”) does not equate with management of documents. We have always mismanaged documents. Those ancestors with their tortoise shells who were mentioned in earlier chapters, may have had them taken or destroyed by rival tribes. Their preservation technology was not all that satisfactory either. So, the requirement to manage information in containers in whatever form is not some “new problem,” and it is not likely to be brought under control until it is addressed by executive management.

Nonfunctional and Domain Requirements

In this chapter, we will examine requirements determination and analysis that may be useful for defining the nonfunctional and domain requirements for an IDCM solution, including system sizing, architecture, and performance requirements. We also include a discussion on domain requirements, such as those for information technology and system administration. Our objectives are to do the following: • Document the requirements for system sizing and mass storage. • Consider the types of requirements analysis that enterprises apply to help suppliers of IDCM solutions offer an architecture solution that may meet enterprise requirements. • Define system performance requirements with known caveats and assumptions. • Define the requirements for the IDCM system to integrate with enterprise desktop, server, and network operating environments. • Define the requirements for the system development environment. • Document the system administration requirements for the system.

Functional Requirements - Email Management

In Chapter 4, we indicated that there were various technology options available to organizations for capturing email as a record of a business transaction. We briefly examined the characteristics of two options for capturing email: • Direct capture of email using an email management system; and • End-user-invoked capture of email by saving an email to a DMS. In this chapter, we examine the functional requirements that may be appropriate when compiling a specification for managing email using either the direct capture method or save to DMS. The objectives are as follows: • Consider requirements for managing email that evidences a business transaction or activity. • Consider some technology solution options. • Review the functionality that might apply when defining requirements for capturing email as a record of a business transaction or activity.

Package Selection

This chapter covers the typical procurement processes for selecting an IDCM solution and contains useful techniques for validating various solutions against requirements and negotiating a contract with a supplier. Our objectives for this chapter are as follows: • Discuss the requirements for developing a procurement (or contract) strategy and review the various procurement options that enterprises might use to select an IDCM solution. • Discuss the requirement for an Evaluation Strategy as a methodology for reviewing proposals from suppliers, and provide an example Evaluation Plan template. • Discuss the benefits of conducting a Benchmark Assessment as a method of helping to discern the most appropriate IDCM solution for the enterprise, and provide an example Benchmark Specification template. • Consider the types of functional gaps that might be identified between requirements and offered solutions. • Discuss the importance of reference site checks and the added benefits of reference site visits. • Consider the types of issues that may need to be considered when determining final selection, and the submission of a Selection Report. • Discuss the requirement for the development and execution of a comprehensive contract as a strategy to facilitate successful implementation.

Functional Requirements - Engineering and Technical Drawings

In Chapter 3, we discussed a range of subsystem options for managing engineering and technical drawings. The most suitable system solution is the one that meets the business requirements. This chapter extends the discussion on engineering and technical drawing management systems that we had in Chapter 3. Our objective now is to examine the functional requirements for a system to help enterprises to better manage engineering and technical drawings.

Functional Requirements - Document Imaging and Recognition Technologies

In this chapter, we review the requirements for document imaging systems that enable the scanning and conversion of physical documents to image format. We also review the functionality offered by recognition technologies (such as barcode and character recognition tools). Our objectives are to do the following: • Discuss the requirement to identify existing document imaging systems when considering IDCM solutions. • Provide a framework for determining requirements for imaging and scanning in workgroup and production applications. • Review the application of recognition technologies for facilitating data capture during scanning. The project planning, feasibility study, and user requirements strategies that we discussed in Chapters 6, 8, and 11 apply to this context.

Functional Requirements - Physical Office Documents

This chapter addresses the functionality for managing physical office documents using IDCM technology, so that the organization has a solution that enables them to manage digital and physical documents. Our objectives are as follows: • Consider the context of the requirement to manage specific types of physical documents as a business record. • Analyze some key aspects of the functional requirements that are relevant when registering and managing physical documents. • Provide a checklist to guide enterprises that might act as a primer for defining their requirements for managing physical files and documents.

Requirements Analysis and Definition Framework

This chapter discusses a framework that enterprises can use for structuring the requirements analysis and definition stage of an IDCM. The framework provides guidance on analytical processes and specifications necessary to capture the overall requirements for an IDCM solution. The need for objective analysis and articulation of requirements is a relevant strategy that enterprises can adopt to reduce the risks of acquiring an IDCM solution that does not meet requirements. Our objectives in this chapter are to do the following: • Review the requirements analysis and definition stage within the context of the IDCM planning life-cycle. • Discuss the importance of requirements analysis and definition. • Review the requirements analysis and definition process. • Review the techniques and tools that support requirements analysis and definition. • Consider the types of specifications necessary for adequate definition of an enterprise’s requirements for an IDCM solution.

Building the Business Case

This chapter covers the development of a business case for the acquisition and implementation of an IDCM strategy. It provides insights to assist managers faced with the perplexity of acquiring executive management commitment and resources (budget funding, people, and services) for an IDCM solution. The objectives are to: • Discuss the role of the business case. • Position the business case within the context of the IDCM project life-cycle. • Consider the type of methodology that support business case analysis and preparation of the Business Case Report. • Review the challenges faced by practitioners in championing IDCM projects. • Discuss real-world strategies for aligning IDCM strategies with business planning imperatives. • Discuss the role of pathfinder systems. • Review typical considerations for cost–benefit analysis of IDCM solution options. • Provide a structure for the Business Case Report.

Project Life-Cycle Planning and Methodologies

This chapter deals with the planning aspects of an IDCM project, including scope, feasibility, and life-cycle development. It reviews the typical project deliverables that may be used during planning and subsequent phases. The objectives are to consider and discuss: • The importance of planning to the successful implementation of an IDCM solution, and the need to distinguish between product development and project life-cycles; • A product development life-cycle that enterprises can use for an IDCM project; • The steps involved in initiating and defining an IDCM project; • An approach to aligning the development of a management framework with requirements for enabling an IDCM solution, including a review of key life-cycle stages; • Development of a project organization structure that may be applicable for an enterprise IDCM project; • Identification of a set of risks to form the basis of a Risk Management Plan; and • Methodologies suitable for an IDCM project.