If you find this helpful, give it a like! If you need help with your IT initiatives, let my firm Kwestix help you: www.kwestix.com My slide deck from the 2016 Information Governance Conference presents tips with research on how to plan a successful implementation for your information management systems.

2. @JKevinParker
www.JKevinParker.com
Kevin Parker, CIP
Recognized industry expert in
information architecture, information
management, and information
technology. Consultant with NEOSTEK
helping organizations put their
information to work.

4. “15% have IG policies but they do
not drive decisions.”
“29% have no IG policies.”
Most projects fail to align
strategy, architecture, and
governance.
Source: “Information Management - State of the Industry 2016” (AIIM Market Intelligence Report)

5. Strategy,
Architecture,
& Governance
are the real
requirements.
Strategy: What are we
trying to accomplish?
What are the Critical
Success Factors?
Architecture: How do we
organize and structure
things to support the
strategy?
Governance: How do we
get people to use it in the
ways we intend?

6. Strategy, Architecture,
Governance & Technology
Architecture is what
connects everything
together, while
Governance and
Technology work as
supports.
Always start with
Strategy. Then do
Architecture.
Governance and
Technology support
the Strategy and
Architecture.
Architecture
Governance Technology
Strategy

8. Most important actions:
• Removing roadblocks
• Helping the project team
understand the alignment to
the organization’s strategy
• Championing the project or
program
• Adding resources when
appropriate
• Acting quickly to resolve
issues
Source: ”Executive Sponsor Engagement: Top Driver of Project and Program Success” (PMI Report, October 2014)
0%
10%
20%
30%
40%
50%
60%
70%
80%
Met Goals/Intent On Time Within Budget Scope Creep
Taking the 5 most important actions
leads to better outcomes.
All 5 Actions = Always/Often
None of the 5 Actions Taken Always/Often

9. Recruit an
Executive
Champion.
Executive sponsorship
and leadership is essential
for success.
Clearly communicate the
business benefits.
Keep your champion
informed and engaged.
Channel project and
program communications
through your executive
champion when
appropriate.

10. Build your
project &
program
team.
The type of team depends
on your organization and
the program funding. You
may have:
• A centralized team
• A decentralized team
• A team of one (you)

11. Recruit
cross-
department
partners.
Recruit advocates and
partners from each line of
business.
Seek to win over those
who may otherwise be
the most vocal opponents
of change.
Discover pain points and
opportunities for
improving information
and processes.
Do not make any promises
at this point!

13. Source: “Managing Content Beyond the Corporate Walls: Working in the Cloud” (2016 AIIM & ASG Technologies White Paper)
14%
11%
64%
11%
Moving to hosted private cloud
Moving to internal cloud platform
Moving to hybrid cloud
Not moving to cloud or not sure

14. Clearly delineate between IM
as a business service and the
platform as an IT service.
IM Solution Platform
On-Prem IT Services
IM Solution Platform
Cloud IT Services
Information Management
Business Services

15. Benefits of IT
Partnership…
Keeps IT focused on
providing services.
Keeps the management
of information as an asset
with the business.
Helps to eliminate
competition and mistrust.
Reduces motivations for
shadow IT.
Prepares the way for
moving to the cloud.

17. “These results provide definitive
evidence for the value of process
maturity and achieving the right
mix of agile and waterfall
methods in developing business
critical applications.”
Source: “The CRASH Report - 2014” (CAST Research on Application Software Health)

18. The 5 Phases of MIKE2.0
Improved Governance and Operating Model
Strategic Program Blueprint
is done once
Phase 1
Business
Assessment
Phase 2
Technology
Assessment
Phase 3
Roadmap &
Foundation
Activities
Phase 4
Design
Phase 5
Development
Phase 5
Test
Phase 5
Improve
Increment 1
Increment 2
Increment 3
Begin next
increment
Phases 3, 4, 5 repeat in
increments

20. “More than two-fifths (42%)
agreed that their problems were
‘people’ issues: such as slow user
adoption; inadequate attention
paid to change management
and training; and, difficulties in
aligning the organizational
culture with new ways of
working.”
—Forrester
Source: “Future of CRM: Defining The Critical Success Factors” (Online Survey by Forrester & CustomerThink, June 2013)
30% 35% 40% 45% 50%
Leadership
Change management
User adoption
Culture
"Which of the following people
problems did you encounter during
the implementation of your CRM
initiative?"

21. User Adoption in ContextStrategy
What are
we trying
to do?
What are
the Critical
Success
Factors?
Architecture
How do
we
organize
and
structure
things?
Governance
How do
we get
people to
use it in
the ways
we
intend?
Implementation
How do
we build it
out and
get users
started?
Operation
How do
we
support
users and
drive
adoption?
Security, Privacy, Management, Business Continuity, Retention, Compliance, Etc.
User Adoption

22. Usefulness, Usability & User Adoption
Goal Requirement
Make it useful Good architecture
Make it usable Good design
Get it used User adoption plan:
• Communication
• Learning resources
• Support

23. Start with information strategy,
architecture, and governance.
Recruit an executive champion
and cross-departmental
partners.
Partner with your IT
organization.
Plan for continuous
implementation and
improvement.
Plan for user adoption.

25. @JKevinParker
www.JKevinParker.com
Kevin Parker, CIP
Recognized industry expert in
information architecture, information
management, and information
technology. Consultant with NEOSTEK
helping organizations put their
information to work.