What does it take to digitize your records?

by Frank 21. February 2018 06:00

A customer, with a very large physical records database, recently asked us for references for other sites that had digitized their records so he could copy what they did.

We explained that unfortunately, that approach doesn’t work because:

1.      The other customers aren’t interested in a long term ‘free’ consultancy exercise helping him to determine his requirements; and

2.      In our experience (over 34 years) every customer’s requirements and culture are different and each customer requires a unique and personalized solution.

Its back to that time-honoured common-sense approach that says,

“You can’t solve the problem until you first know what the problem is.”

There is no shortcut to doing the job properly, professionally and appropriately (to match the culture of the organization).

Our Approach          

First, we begin with a face to face meeting where our experienced consultant asks a lot of questions about the organization, its structure, its data, its objectives and its timeframes. Then our consultant comes back to our office and engages in a second discussion with our expert team, reviewing our findings and coming to a considered consensus about the best way forward. This is followed by a short report to the customer summarizing our findings, conclusions and recommendations. This is the initial working document that the customer can then review and discuss internally with all stakeholders.

So far, all this is at our cost and comes under the heading of pre-sales.

The customer then usually says something like, “We have discussed your report and are in agreement about the best way forward with a few changes. What is the next step?” We respond by proposing a more formal onsite consultancy, at the customer’s cost, where our consultant interviews the key stakeholders and gathers all the information available about the customer’s records, standards and business processes. Out of this exercise we are able to produce a detailed report and project plan for review by the key stakeholders.

It may take several iterations of review and edit before all parties are satisfied that the detailed plan is appropriate, cost effective and doable. We then produce a formal proposal that includes everything agreed and await the customer’s approval and go ahead.

What does the proposal include?

·        Ordering of any hardware required

·        Installation of any software required

·        Administrator training of key operational staff

·        Pre-implementation consultancy, finalizing how we handle all data and work processes

·        Capture and conversion of existing records from multiple sources, ‘mapping’ the data to our products

·        Implementation consultancy, making all the changes required to the data model and business processes in our products

·        Report production, modifying standard reports and creating new reports

·        Trial run of any conversions and data uploads

·        Review of configured products, data model, business processes, reports, converted data, etc.

·        Approval

·        Final configuration changes

·        End-user training

·        Live conversion and data uploads

·        Go-live

·        Post-implementation consultancy (usually 3 to 6 months later). Did we achieve our objectives?

How long does it take?

In our experience, from start to finish can take from 3 months to 24 months. The main cause of a longer time-frame is how long it takes the customer to make a decision on our proposal. Another lengthening factor can be any complicated integrations that need to be designed and tested.

The actual implementation usually takes from 2 weeks (a very small site) to 3 months (a very large site).

Is every customer implementation really that different?

In 34 years we have never seen two identical implementations. Every implementation has something unique and each implementation uses a different mix of software, tools, training and consultancy to meet its objectives.

There is no substitute for determining your unique requirements in detail and there is no other way to do this other than by speaking to all stakeholders and by involving all stakeholders in the decision-making process. As my ex-partner used to say, “it is just work!”

References:

Sample Project Plan

EDRMS options with RecFind 6

Rolling out a pain free, low cost records and document management solution

Why RF6Cloud is the lowest cost and easiest way to solve any Content Management need

by Frank 8. December 2017 06:01

Why is RF6Cloud such a big improvement on the old Enterprise Content Management, Records Management, Document Management paradigm?

The Old Model

As Knowledgeone Corporation, we have worked with the old model since 1986. Big upfront software costs, big annual software maintenance costs, expensive computer hardware and software, extensive and expensive consultancy and training programs, expensive IT support.  Yes, it worked but it was and is very expensive and it takes a very long time.

The New Model

As RF6Cloud, our new company and new paradigm, we set out to change and disrupt the industry. The same end result but a much faster, much less invasive and much less expensive process to get there.

What you don’t need with RF6Cloud

Because we host the solution ‘In the Cloud’ you don’t need expensive servers and software. Because we run and maintain everything, including taking your backups, you don’t need IT people. Because we provide a pre-configured solution and an easy way for you to upload all your data and standards you don’t need weeks or months of expensive consulting.

Because we have created a whole series of online training courses on our YouTube channel plus detailed online help you don’t need weeks of onsite training courses.

Free Support

You also won’t get any ‘do not reply’ emails from us either and you don’t need to spend hours on our website trying to find our how to contact us. Just click on Contact Us and ask your question. We respond to each and every contact. We welcome your input and questions. We look forward to hearing from you. Online support is free.

Management Console & Dashboard

We also provide you with a management console and dashboard so you are always in control of your app.

A single low-cost monthly subscription

A complete, secure, scalable and robust solution for just a few dollars per month per user. There is nothing else to pay.

“Much less than the average employee spends on coffee each month.”

A no-obligation free one-month trial

If you are still nervous, sign up for our one-month free trial. It’s the full solution and you get full service during the trial. Please put us to the test, we are happy to accept your challenge.

It’s your Data

If you decide not to proceed after the trial, we promise to delete all of your data and if required, even provide you with a backup before deleting your data. The same goes for any time in the future should you decide for any reason to cancel your subscription. We will provide you with a full backup of your data before deleting it. That is a guarantee.

Still have questions?

Please ask away Contact Us

 

 

Why are your staff still manually capturing and classifying electronic documents and emails?

by Frank 15. June 2017 06:00

For many years we have promoted the totally automatic paradigm for low cost, high productivity content management.

We haven’t just articulated this cost-effective approach, we have also invested in products to help our customers not just meet compliance targets but also become more efficient while doing so.

Specifically, we have invented and produced two products that totally automate the content management process for electronic documents and emails. These two products automate the capture, classification and work processes required for electronic documents and emails.

These two products sit on top of a super-fast, scalable and secure content management database with all the functionality required to manage your rich content. Find any eDoc in seconds, produce any report, audit every transaction.

These two products are GEM and RecCapture, innovations 10 years ago and leading the field today after being comprehensively updated and redeveloped over the years. The content management database is RecFind 6. All products in the RecFind 6 Product Suite are totally compatible with all the latest Microsoft software including Office 365, Windows 10, Windows Server 2016, MS SQL Server 2016 and SharePoint 2016.

Better still, these are low cost products available under a number of licensing options including installed onsite on your server, hosted, Perpetual License, Subscription License and Annual License.

If you would like further information, a demonstration, webinar, meeting, online presentation or quotation please contact us at your convenience at marketing@knowledgeonecorp.com

We look forward to being of service.

Knowledgeone Corp announces ’Really Useful’ Apps in the Cloud

by Frank 23. March 2017 06:00

After 34 years, it I finally time for us to be a disruptive force in the Information Management industry.

We have leveraged off our industry knowledge, experience, expertise and our core product RecFind 6 to create a number of what we call “Really Useful Apps in the Cloud.”

This is a new deployment model for us and it provides a very low cost way and very easy way to ‘roll out’ information management applications for small to medium customers and ‘cash-strapped’ small departments in large organizations. No computer room, no servers, no consultants, no trainers and no IT staff required. We manage everything, including backups; all the customer has to do is sign up and use the App.

This is the easiest and lowest cost way for any organization to profit from really useful, state-of-the-art core business applications.

 All of our new Apps are “Powered by RecFind 6” which since 2009 has proven itself to be one of the world’s best regarded information management solutions. It is fast, stable and scalable and ultimately configurable to solve almost any business process need. The initial Apps are:

 

Records Management

Manage all of your physical records including File Folders, Documents and Archive Boxes. A full complement of RM functionality including searching, reporting, classification, retention and tracking. Track records using fixed and portable barcode readers. Meet all compliance requirements.

Records & Document Management (eDocs) 

All the functionality of our Records Management App plus the functionality to capture, classify, index, OCR and manage all types of electronic documents including Word, Excel, PowerPoint, Emails, scanned documents, photos, images, drawings, plans, etc. Meet all your eDiscovery needs

Asset Tracking

Register, track and value all of your important assets. Utilize workflow and email alerts to ensure all tasks are completed. Use scheduled reports and saved searches to alert you to all pending actions. Track all of your assets with fixed and portable barcode readers. Easily produce reports for management.

Software License Tracking

Record and track all of the software used in your organization. Utilize workflow and email alerts to ensure all tasks are completed. Easily manage reviews, renewals and maintenance. Know exactly what software you have and what licenses you have. Easily produce reports for management.

Contract Tracking

Record, manage and track all of your contracts plus all actions including reviews and renewals. Capture all original electronic documents (including all new versions of a contract) and emails. Utilize workflow and email alerts to ensure all tasks are completed. Never lose track of a contract or contract renewal again.

Collection Tracking

The ideal solution for any collection both large and small. Perfect for museums and art galleries as well as private collections. Record, value and revalue any valuable item. Track items in and out of your collection using both fixed and portable barcode readers. Record the details of the ownership and provenance. Record and manage the details of all insurance including renewals. Add photos and videos to better record and display your collection.

Work Tracking

The ideal solution for any small business to record and track assigned work, especially when dealing with contractors. Ideal for property management or any project involving the management of work orders. Record and track each assigned work order with workflow and email alerts for due and overdue matters. Automatically notify key people when work is completed or overdue. Never lose track of work again. 

Accounts Payable Tracking

Capture invoices, purchase orders and delivery dockets. Register all of your suppliers and supplier contacts plus all the people responsible for approving invoices in your organization. Once an invoice is received, utilize workflow and email alerts to manage the approval process. Produce management reports for invoices received, paid and unpaid. Easily track the progress of any invoice throughout the approval process.

Membership Tracking

Suitable for all membership management applications. Record the details of each member, be automatically advised of all due renewals. Use the bulk email feature to email all or selected members with notices, updates, newsletters, etc. Produce management reports, search for and select members by criteria. Automatically email members when their membership is due for renewal. Have complete control of all membership matters.

HR Tracking

Capture and record the details and histories, including job offers, applications, resumes, previous job history, etc., of all your employees.  Automatically manage and record all employee reviews. Automatically advise managers when reviews are due and overdue. Use the bulk email feature to select all employees or groups of employees for news updates, policy updates, etc. Manage all leave applications. Ensure that you are meeting all industry compliance standards.

Pricing

All Apps are provided on a low cost monthly subscription model based on the number of user licenses selected by the customer.

Other Costs

The low monthly subscription cost is all the customer will pay unless it requires ancillary services like us uploading and formatting its data (as opposed to the customer’s staff entering it manually using our browser client). We do offer optional services because we know from our 34 years of experience that not all customers will be self-sufficient. Unlike many online applications, if a customer wants help, we will provide it.

Free Support and Training

Support is free via email or using the support form on our website. We will also provide demos and training courses free of charge, also on the website.

We have built a new website and a new fully automated provisioning and delivery model. This is an ‘Amazon-like’ model where we intend to provide all the Apps the big guys provide but at a much more cost-effective price and delivered instantly over the Internet. The quality will be at least equal and the support will be both free and, we believe, better.

Over time we will add more Apps to our portfolio and plan to respond to customer demand. That is, if there is enough demand for a particular App, we will build it and add it to the list.

Sanctity of the customer’s data

We will host in the USA, Canada, the UK, Australia and New Zealand to begin (other countries later). It is most important to host a customer’s data at a compliant data centre in the data’s country of origin. The customer’s data is protected, key fields are encrypted and the data always belongs to the customer; we claim no rights over customer data. When a customer leaves the service, or when requested, we will provide them with a SQL Server backup of their data. Importantly, we do not hold financial data of any kind including bank account and credit card details. All financial data is held separately by our banking partners.

This new service will be launched on July 1, 2017.

Moving your Records to the Cloud, a Checklist

by Frank 15. February 2017 06:00

You or your boss have decided to move your records management processing to the Cloud, that is, to a Cloud based records management solution.

Typical Scenario

Currently, you run a legacy records management system on old servers somewhere in the computer room. You are aware that the records management software you are running is old and out of date and no longer supported. You also suspect that the server and operating system and databases software are similarly old and out of date. You also have no confidence in the backups and don’t think your server is included in any Disaster Recovery Plan.

The boss recently attended a risk management seminar and came back full of enthusiasm and focussed on minimizing processing risks. Yours records management system was identified as a big risk because you are responsible for 1.5TB of company data, documents and emails going back 20 years. The boss delegated to you and said, “Get it done!” Where do you start?

You could just call up a selection of records management software vendors and ask them to provide quotations but without prior research and preparation on your part, what you receive back will not be apples to apples. Each vendor will see the problem differently and you will spend a lot of time trying to answer a plethora of often confusing questions. There will be no clear conclusions and it will be difficult to make a selection of vendor or even know what you will end up with.

Take Advantage of the Opportunity

Alternatively, as you have already decided that a new software solution is required, it is a great time to re-evaluate everything you hold and everything you do. This is the time to cull and to modernize and improve all of your business processes. Please don’t, under any circumstances, be convinced by anyone to try to transfer your in-house mess to the Cloud, that would-be anathema.

Instead, plan on instructing the vendors on how you want to go forward, not on how you process now. Do your research and culling and modernizing and produce a report before you call in the vendors.

Cull and Simplify

The first job is to research exactly what you have in your database and associated physical files both in-house and at offsite record centres. You are going to need help from someone who is still an expert in your legacy system and you are going to need help from IT when trying to analyse the contents of your database. Nevertheless, get the help you need and then produce a list of all holdings, both physical and electronic. Do your best to find out exactly what is being held by offsite storage companies.

This isn’t thankless work because if you do your job well there is the very real potential of saving your company a lot of money in both floor space and offsite storage costs. Let’s be a hero.

Use your retention schedule and obtain management decisions to cull as much as possible, both electronic and physical. If in doubt, lean towards “throw it out” rather than “let’s hold on to it just in case.” If you haven’t had cause to reference something in 7 plus years, it is extremely unlikely that you ever will so, as you walk around the filing areas, repeat this mantra under your breath, “If in doubt, throw it out!”

Now look at your business processes, how old and manual and inefficient are they? For example, do end users have to fill in forms and submit them to records when trying to find something or can they just login and find it in seconds?

Please avoid the “we do it this way because we have always done it this way” syndrome. Be brave, be innovative, think outside the square; this is your time to shine! Sit down with users and ask them how they would like the new system to work. There are three magic questions you can always use to solicit the answers you need.

1       “What are we doing now that you think we shouldn’t be doing?”

2       “What aren’t we doing now that you think we should be doing?”

3       “What are we doing now that you think we can do better?”

Document your new business processes.

Produce a report

We aren’t talking about a magnum opus, all we need is a short, concise report that lists all the holdings after culling as well as your ‘new’ required business processes also suitably culled and modernized.

As we are going to provide this report to vendors to begin the quoting process we also need to include information on your operational and security requirements. You will need help here but it doesn’t really matter if your report isn’t 100% accurate, at least for now. What you are primarily interested in is getting an apples to apples response from your chosen vendors. If it later turns out that you need 60 users not 50 users or 3TB of storage rather than 2TB of storage or an average half second response time as opposed to a 1 second response you can easily get the vendors to adjust their quotes.

In other words, don’t agonize over whether or not your report is perfect (it can never be anyway) just make sure it is logical and makes sense and reflects your needs at a point in time.  You are guessing about what future usage and processing needs will be anyway because lots of things will change when the new records system is rolled out.

What to look out for

The following is a guideline, not an exhaustive or complete list. It should be a subset of your requirements.

  • Make sure the vendors understand that your data needs to be stored in the country you nominate.
  • Make sure that the records management software includes the functionality you require. Try not to be too prescriptive, leave room for the vendor to tell you how they would solve your problem with its unique solution. Be cautious about ‘optional’ features that may or may not be in your implementation.
  • Make sure the contract includes the vendor capturing and importing all your data and documents in agreed formats.
  • Make sure your system is fully redundant. Obviously, the safer it is and the more redundancy you have the higher the cost. It’s a trade-off, argue with your masters for the highest possible level of redundancy.
  • Get commitments of support that meet your needs.
  • Get commitments on planned and unplanned downtime that meet your needs.
  • Get commitments on backups that meet your needs.
  • Get commitments on bandwidth and response time that meet your needs. Remember that there are two connections to worry about; your company’s connection to the Internet and the data centre’s connection to the Internet. Be aware of possible bottlenecks.
  • Get commitments on data centre redundancy. What happens if their internet connection fails or their power fails?
  • Make sure that your data is as secure as possible. Ask them what international and government standards they meet on data security.
  • Make sure that you are able to dynamically grow or shrink your requirements; it is a foolish person who thinks he/she can accurately predict the future.
  • Make sure that there is an out clause in your contract; look carefully at any termination clauses. You want an ongoing assurance of service but you do not want to be locked in and you do not want to have to pay unfair or unreasonable penalties if you terminate.
  • Make sure that there are sensible clauses to handle disputation.
  • Make sure that your data always remains your property. Don’t allow the vendor to exercise any lien on your data in the future. Your data should always be your property and you should always have access to it no matter the circumstances.
  • Make sure that you clearly understand and agree with the billing algorithm; if it appears too complex then it is too complex. Please don’t give your accountant anything that will be a nightmare to reconcile every month. Don’t sign until you know exactly what your monthly subscription cost is going to be.

References

And finally, as always, ask for references. Other people have been down this road and it behoves you to learn from their experiences. Don’t just call them, go and visit them and spend time asking for their opinion. Use your 3 magic questions again.

1       “What did you do (moving to the Cloud) that you now think you should have done differently?”

2       “What did you do that you now think you shouldn’t have done?”

3       “What didn’t you do that you now know you should have done?”

Then it should just be a matter of selecting a vendor, agreeing a project plan and making it happen. If you have done your homework, it will be far easier than expected.

 Good luck.

The Essential Digital Records checklist

by Frank 10. February 2017 12:00

So, you have decided, or have been instructed, to digitize all your records. Now what?

Where do you start? When do you start? What do you need to get the job done?

Lists

Just as with all complex projects, you are best to start with a simple list.

List all the records that need to be digitized; by type, by volume, by current format and by location. Review this list with your peers first (double-check that you haven’t missed anything) and then with management. Ask questions of management like:

 “Do you want me to digitize all of these records regardless of how long it takes and how much it costs?”

“When do you want me to start?”

“What is the budget?”

“What extra resources can I call on?”

“When do you want this project to complete?”

 “What are the metrics that will determine if I am successful?”

These are the core questions, the ones you must ask. Your dialog with your manager will probably result in many more questions and answers depending upon the unique circumstances of your organization. However, as long as you ask these core questions and get answers you are well on the road to producing a project plan.

Management Approval and Ownership

Your project will fail unless you have a senior manager ‘owning’ and supporting it. You need a friend in high places covering your back and authorizing your actions if you are going to be successful.

IT Support

Ask your senior manager to select and appoint a senior IT resource to be your IT point man. You are going to need IT support throughout the project and you need to know before you accept the project that someone senior will be appointed as your IT liaison person. Without readily accessible and committed (to the project) IT support you will fail.

The Project Plan

All project plans begin with multiple lists, for example: a list of all the tasks to be completed, a list of all the people who will work on the project, etc. Most importantly, you need to sort the tasks in order of prerequisites – i.e., we have to complete Task A before we can begin Task B. You also need to have sub-lists for each project employee listing their relevant expertise or capabilities; not everyone is equal. Some people can complete a particular task, some can’t. Some will take a day to complete a task others may take 3 days to complete the same task. You need to be well aware of capabilities before you assign tasks to individuals.

You need a good tool to document and manage your project plan because project plans are complex and dynamic. Never in the history of the world has there been a static project plan. About the last thing you want to change however, is the agreed (with your boss) completion date. Your main objective should always be to complete on time and your second objective should be to complete on budget. If you don’t have a project management system, try Microsoft Project, it’s low cost and relatively easy to use and it can do the job.

Human Resources

If your boss expects you to be responsible for the new records digitization project as well as your normal job you have the beginning of a big problem. If the boss expects you to complete the project without having any assistance your problem is probably terminal. You will need help probably both from within your organization and outside your organization because it is unlikely that you will have all the expertise you need within your organization.

Make sure that your agreement with your boss includes the additional human resources you need to be successful.

Software

It is unlikely that you will already have the software tools you need to be successful.  Basically, the software tools you need are required to capture, digitize, store and retrieve your records. Because records come in multiple formats you will need to ensure that you have the necessary software tools for each format of record to be captured. Refer to the initial list you compiled of records to be digitized by type, by volume, by current format and by location. Make sure that you have a software tool for each type of record. For example, scanning and indexing software to capture paper records.

Most importantly, make sure that you have a secure, scalable image and data repository to store and manage all of your digital records. This will usually be a structured database based on systems such as Oracle or SQL Server.

There is little point in digitizing your records if they can’t be centrally accessed, managed, searched and retrieved.

Hardware

Software requires appropriate hardware. Make sure that you have permission and budget to acquire the prerequisite hardware such as servers, workstations, scanners, etc. You will probably need help from your IT department in defining exactly what is required.

Management

Your job is to manage not facilitate. As project manager, you accept responsibly for both success and failure. Your job is to make things happen. Your job is to continually review progress, to identify and remove roadblocks. Your job is to keep all project staff focussed and on mission. It is a lot of work and a lot of effort and sometimes, a lot of frustration. You have to be prepared to regularly consult with both project staff and users. You have to be prepared to make tough decisions. You have to be committed and focussed on success but not stubborn. Sometimes it is better to give a little to win a lot. Always focus on the end result, completing the digitization project on time and on budget.

Success or Failure

There are absolutely no good technical reasons for failure. The expertise, hardware and software required to digitize all of your records is readily available from a plethora of vendors. Furthermore, there are plenty of examples both good and bad in the market for you to learn from. There is no record that can’t be digitized. The only difference between success and failure is you and your initiative, creativity and commitment.

Digital Transformation of Records Management

by Frank 7. February 2017 06:00

Why is it so hard?

Let’s begin with a couple of borrowed quotes:

“Digital transformation is the profound and accelerating transformation of business activities, processes, competencies and models to fully leverage the changes and opportunities of digital technologies and their impact across society in a strategic and prioritized way, with present and future shifts in mind.” Or, put more simply:

Digital transformation — the use of technology to radically improve performance or reach of enterprises.”

Having been involved in the digital revolution since the early 1980s (Office Automation) and through the 1990s (the Paperless Office) and now into the 21st Century (Enterprise Content Management) I have watched and participated as thousands of clients have, with all good intentions, tried to transform their enterprises into digitally-empowered entities.

Whereas there are many aspects and functions of any enterprise to transform, the high-level aspects are the customer experience, business processes and business models.

As a builder and purveyor of Enterprise Content Management Solutions, my involvement has usually been in the area of business processes, most specifically, Workflow, Electronic Records and Document Management (EDRMS), Email Management and Document Imaging. These are of course, now very old-fashioned terms and likely to be usurped in the near future but for now they are terms we have to work with.

To the layman, it should be a piece of cake. “Work only with electronic documents and get rid of all paper.” Of course, it would be that simple if we lived in a vacuum but we don’t. We have to interact with the world outside. We have to deal with other organizations, with local government and state government and federal government and we all have to meet a plethora of rules and regulations, many still mandating paper. There is also a huge number of people who still prefer to work with paper. Even today, there is a lot of opposition to the digitization of records.

Thirty years ago we struggled because, by today’s standards, the technology was massively expensive and patently inadequate for the task. Someone may well say the same thing about today’s technology 30 years into the future but from my viewpoint, we now have all the technology we need at affordable prices to digitally transform any process.

Yet, when I talk to clients today and examine their operations I see many of the problems I saw 30 years ago. I see veritable mountains of paper, I see scores of manual processes crying out for automation. For the record, we still receive as many requests for physical records management systems (i.e., managing paper and files and boxes) as we do for electronic records management solutions. Our clients still have millions of boxes of old records in offsite storage warehouses. Our clients are still spending millions and millions of dollars storing paper they will never look at again. Our clients are still struggling to obtain the imprimatur of someone senior enough to automate the capture of all emails.

I still see organizations spending years and vast amounts of money trying to implement records classification and retention systems designed for the paper-bound world of the 19th century. Virtually, “Doing it this way because we have always done it this way.”

I see the core problem as blind adherence to the cultural heritage of paper and filing. These ancient customs were primarily focused on ‘filing’ almost to the extent of an obsession. Unfortunately, most of today’s records management systems are also obsessed with filing when they should be obsessed with finding, with ‘discovery’.

It is the obsession with filing that most impedes the digitization of records in most enterprises.

Remove this fixation on filing and suddenly digital transformation becomes a whole lot easier, less costly and significantly less intrusive for the ordinary worker who just wants to quickly search for and locate everything he or she needs to get the job done (or work process completed).

It reminds me of a definition I wrote for Knowledge Management back in 1995:

“A knowledge management system provides the user with the explicit information required, in exactly the form specified at precisely the time the user needs it.”

Surely, isn’t this still what every organization needs?

Paper is great for taking notes, for doodling, for sketching, for napkins, for hand towels, for prints, for novels, etc. It is great for a great many things, it is in fact a wonderful invention but it should not be used for records. It should not be filed away, it should not be stored in boxes on dusty shelves in huge warehouses. It should not consume a large part of your operational budget every year. You have better things to spend your money on.

If you truly want to digitize your records then lose the obsession with filing and outlaw paper records. Be brave, be bold, be authoritative.

Focus entirely on dealing with data, information and knowledge – none of which require paper.

It can’t happen overnight but you have to begin as you intend to go forward. Start by telling your suppliers you will no longer accept paper records. Tell them they will no longer receive paper from you. Tell them everything must be in a digital form. Tell your clients you will now only communicate in a digital form. Concentrate on getting the very best out of digital tools like Office365 and email. Find ways to capture every digital record either on creation or receipt. Implement a secure, scalable image and data repository. Hire a corporate Information Manager, not a Corporate Records Manager (who will be obsessed with filing). Bite the bullet and make it happen.

In time, get rid of printers and photocopiers; all you should need for the transition from paper is scanners. Remove the temptation to print anything. Shut your ears to the complaints; there is no point in arguing with someone who isn’t listening.

Of course, the real secret to successfully digitally transforming a process or organization isn’t technology, it is resolve and leadership. If you have failed, it isn’t because you didn’t have the tools, it is because you lacked the leadership and resolve and determination required.

Take a break, have a coffee, contemplate and then tackle it again. With enough resolve and determination, you will get there. Sleep more peacefully at night knowing you have saved millions of trees.

Why the multiple ECM Repository/Silo model is not a good idea

by Frank 15. November 2016 06:00

“43 Reasons why Managing Records in-Place may not be good enough”

Enterprise Content Management is a moving target, constantly evolving with new challenges and new paradigms. For example, how do we filter out only relevant information from social media? How do we avoid capturing personal data and being culpable under privacy laws? How do we capture all emails containing sexism, racism and bullying without being guilty of an invasion of privacy of the individual? How do we meet all of our compliance obligations when our staff are spread across multiple states/counties/provinces and multiple countries with different legislation and compliance requirements? All weighty challenges for the modern Knowledge Manager or CIO.

Another interesting challenge for Knowledge Managers and CIOs is the newer document management paradigm of being asked to manage all content without a single central repository. That is, to be responsible for all content across a myriad of locations controlled by a myriad of applications and a myriad of departments/organizations and people. Back when I was an employee and not an employer, my tough (ex-military) manager in Blue Bell, PA would just bang his fist on his desk and say, “Goddam Frank, just do it!” That was always a signal for me to get creative.

However, try as I may, I am finding it nigh on impossible to get creative enough to work out how I could effectively and reliably manage all content across an enterprise without a single central repository.

In multiple-repository systems we find multiple document stores; local files, network file shares, local data bases, multiple file servers, multiple copies of SharePoint and multiple Cloud repositories like Dropbox, Box, iCloud, Google Cloud Storage and other hosted document storage. The CIO may proudly claim to manage multiple information silos but what he or she really has is a laissez faire document management ecosystem that may well be centrally monitored (hopefully) but is most certainly not centrally managed.

In the multiple silo model the documents in our multiple locations are ‘managed’ by multiple people and multiple applications (e.g., SharePoint, Google Docs, etc.). We may have implemented another layer of software above all these diverse applications trying to keep up with what is happening but If I am just ‘watching’ then I don’t have an inviolate copy and I don’t have any control over what happens to the document. I am unable to enforce any standards. There is no ‘standard’ central control over versioning or retention and no control over the document life cycle or chain of evidence.

For example, you wouldn’t know if the document had since been moved to a different location that you are not monitoring. You wouldn’t know if it had been deleted. You wouldn’t know its relationship to other documents and processes in other silos. You wouldn’t know its context in your enterprise and therefore you wouldn’t know how relevant this document was. The important distinction is that under the multiple silo model you are ‘watching’ not managing; other software is managing the life-cycle and disposition of the document.

All you really know is that at a certain point in time a document existed and what its properties were at that time (e.g., historical ‘natural’ Metadata such as original filename, author, date created, etc.). However, you have no contextual Metadata, no transactional Metadata, no common indexing and no common Business Classification System. In this case, you don’t have a document management system, you have a laissez faire document management ecosystem, an assortment of independently ‘managed’ information silos. Most importantly, you are not able to link documents to business processes that transcend organizational structures and silos.

Sure, SharePoint and Cloud silos make collaboration easier but at what cost? What can’t we do with this multi-silo ecosystem? Why doesn’t this solution meet the best-practice objectives of a document management system? What are the major areas where it falls short? How does the proliferation of multiple silos and content repositories affect us? What are our risks? Here is my assessment of the major shortfalls of this paradigm.

 We are unable to:

1.    extract the critical insights that enterprise information should provide

2.    define all the relationships that link documents to enterprise business processes

3.    find the right information at the right time

4.    provide a single access point for all content

5.    Implement an effective, consistent enterprise-wide document security system

6.    effectively protect against natural or man-made disasters

7.    produce evidence-standard documents

8.    minimize document handling costs

9.    guarantee the integrity of a document

10.guarantee that a document is in fact the most recent version

11.guarantee that a document is not an older copy

12.minimize duplicate and redundant information

13.meet critical compliance targets like Sarbanes-Oxley Act (SOX) and the HIPAA

14.create secure, searchable archives for digital content

15.effectively secure all documents against loss

16.implement common enterprise version control

17.facilitate enterprise collaboration

18.Improve timeliness

19.manage enterprise document security and control

20.manage smaller and more reliable backups

21.achieve the lowest possible document management and archiving costs

22.deliver the best possible knowledge management access and search

23.guarantee consistent content

24.optimize management and executive time

25.standardize the types of documents and other content can be created within an organization.

26.define common use template to use for each type of document.

27.standardize the Metadata required for each type of document.

28.standardize where to store a document at each stage of its life cycle.

29.control access to a document at each stage of its life cycle.

30.move documents within the organization as team members contribute to the documents' creation, review, approval, publication, and disposition.

31.implement a common set of policies that apply to documents so that document-related actions are audited, documents are retained or disposed of properly, and content that is important to the organization is protected.

32.manage when and if a document has to be converted from one format to another as it moves through the stages of its life cycle.

33.guarantee that all documents are treated as corporate records, that common retention policies are applied determining which documents must be retained according to legal requirements and corporate guidelines.

34.guarantee enterprise-wide Regulatory compliance

35.produce an enterprise-wide audit trail

36.share information across departmental and/or silo boundaries

37.centrally manage the security access to documents/information across different areas of the organization.

38.consistently classify documents as each repository may be used by a different department and be classified differently.  

39.identify duplicates based on document name.

40.easily find things based on metadata, as it wouldn’t be common across repositories.

41.control access via AD single sign on

42.access all enterprise documents using a single license.

          43.centrally audit access and changes to metadata.

What are your risks?  Your risks are huge!

 

 

 

 

 

Totally Automatic, Rules-Driven Email Management & Archiving

by Frank 15. December 2015 06:00

 

More than thirty years after the advent of email as a convenient and fast means of business to business communication most organizations still don’t have an effective way to analyze, monitor, select, capture and classify emails. If your organization does, then you are the exception.

This means most businesses don’t come even close to meeting the requirements of any compliance legislation that applies to their business. Nor do they even come close to managing real corporate risk.

It also means that most businesses don’t effectively guard against sexism, racism, obscenity, theft and bullying in their email system.

Is this a case of ‘heads in the sand’ or is the problem seen as just too hard? Maybe, senior management doesn’t really see unmanaged and unmonitored emails as a problem. Well, at least until the first court case.

In my experience, many organizations think they have a solution but in reality, they don’t; at least not a one hundred-percent solution. In the case of email management, ‘good enough’ is certainly not good enough. It only takes one bad email to slip through the cracks to bring the whole house down.

In many examples, organizations rely on end users to monitor, manage and police email. The problem with this model is that end users are human and typically exhibit all the strengths and weaknesses of humans. In this case, we are more concerned with the failings. As humans we are not always on top of our game; we have good days and we have bad days. We get distracted, we are prejudiced, we are sometimes lazy, we are sometimes careless and for a small number, we are sometimes outright dishonest.

Human beings will never produce a one-hundred-percent consistent result; that is not in our nature. Maybe when AI gets to the stage that we can all be ‘upgraded’ to cyborgs this will change, but I seriously doubt it. As long as there is any trace of humanity we will still be lovingly unreliable and inconsistent entities.

You don’t have a one hundred-percent reliable system if you don’t control and standardize all the inputs. Instead, you have a form of ‘managed chaos’ and inconsistent and unreliable results. You will also probably have a false sense of security, “Sure, we are managing all emails (well, kind of).”

I have been a proponent of the fully-automatic, server-centric paradigm for email management for many years and still promote it as the only one hundred-percent reliable way to effectively and consistently manage all incoming and outgoing emails. It is also the only way to manage risk effectively.

To be one hundred-percent sure you must have a one hundred-percent consistent paradigm. That is, a common set of rules that all emails are judged against plus a common set of processes to apply after an email has been ‘judged’.

Following are some example of what our fully-automatic, rules-driven email management system should be doing 24/7:

  • Is the email of a personal nature and harmless? If so, it can be ignored, there is no reason to capture and classify it.
  • Is the email all about business? If so, it needs to be captured and correctly classified within our corporate store.
  • Does the email contain expletives or sexual references? If so, it needs to be captured, quarantined by our security system and referred to a responsible officer for further examination and possible action.
  • Does the email contain references to corporate IP or classified material? If so, it needs to be captured, quarantined by our security system and referred to a responsible officer for further examination and possible action.
  • Is the email about business and does it require some action or response? If so, it needs to be captured, correctly classified within our corporate store and appropriate workflow initiated.
  • Is the email from a senior executive, about business and does it require some action or response with appropriate access controls applied? If so, it needs to be captured, correctly classified within our corporate store with appropriate security and access rights assigned and appropriate workflow initiated.

We produced our first fully-automatic, rules-driven email managements system in 1994. By today’s standards the technology was primitive but it worked and we used it within our business to demonstrate to our customers and partners how it could function in the real world. We called that product GEM for ‘GMB’s Email Management’ system. 

GEM has been redesigned and rewritten multiple times since so as to utilize the latest technology and tools. We still call it GEM even though our company is now called Knowledgeone Corporation, not GMB; the name works for us and our customers and we see no need to change it. It is after all, a ‘gem’ of a product.

We have used each and every version of GEM since 1994 within our company (we are the primary Beta test site) to automatically analyze all incoming and outgoing emails and to store and classify captured emails in our corporate store based on the RecFind 6 relational database. I can’t imagine running my business without GEM and I don’t understand how other organizations can exist without GEM, but they do albeit, taking huge risks.

The latest version of GEM, 2.7.1, is a major upgrade and involves a significant change in the way we connect to email servers of any type (e.g., Exchange, Office 365, GroupWise, Notes, etc.). We have standardized and simplified the interface to the email server using IMAP and converted our Agents to Windows Services to make the installation and management of GEM as easy as possible for your IT staff.

We have also improved the Rules engine to make it as easy as possible to define all the rules you need to manage your emails.

Because we have 21 years’ experience installing, configuring and using GEM in a real-world production example we also have the world’s most experienced GEM consultants to assist our customers.

How GEM integrates with any other EDRMS

GEM is designed to use the RecFind 6 relational database as its image & data repository. However, we provide several options for integrating to any other EDRMS such that the other EDRMS can search for and access emails (and the associated Metadata) captured by GEM. The four main methods, in order of ease-of-use are:

  1. Capturing encapsulated XML records produced by GEM;
  2. Using the RecFind 6 Mini API;
  3. Using the RecFind 6 SharePoint Integration Module (for customers using SharePoint as their EDRMS); and
  4. Using the RecFind 6 SDK

Please contact Support at Knowledgeone Corp for more information on the above methods.

The absolute easiest & lowest cost way to meet all Electronic Document & Records Management (EDRMS) requirements?

by Frank 19. May 2015 06:00

Because we are a software vendor that builds and markets a range of Enterprise Content Management tools under the RecFind 6 banner I have often been asked, “What is the absolute easiest and lowest cost way to meet all compliance requirements?”

I usually respond with a well-considered and ‘traditional’ response that includes information about Business Classification Systems, UI design, Retention Schedules, etc., etc. The solution proposed would also require a significant degree of consulting so that we aware entirely conversant with the customer’s requirements and business practices and also involve a significant amount of end user training.

This is what the customer expects and it falls in line with the traditional, professional approach.

However, the final solution is rarely ‘easy’ or ‘low-cost’ primarily because it has followed the traditional approach. The more we ask questions and consult and the more people we speak to the more complex the solution becomes. This is normal because we end up trying to configure a solution to meet hundreds or thousands of variables.

There is an easier and lower cost way but I fear that very few of my customers would ever consider it because it requires them to disregard everything they have ever learned about rolling out an EDRMS. We have tried proposing it a few times but never with success. It usually gets shot down by the external consultant or the internal records management professional or both.

It doesn’t require a BCS or a Taxonomy and it doesn’t require a complex Retention Schedule and it doesn’t require significant consulting or significant end-user training. Records Management professionals will surely hate it as a ‘career-ending’ trend. It does require an open mind, the ability to think laterally and a willingness to redefine both the problem and the solution.

It only has three requirements:

  1. Know what electronic documents and emails you don’t want to capture;
  2. Provide a powerful but easy-to-use search that allows anyone to find anything instantly; and
  3. Employ a risk-management approach to retention and select a single retention date (e.g., 7 or 20 years).

Fundamental to the success of this non-conformist solution is the acceptance that computers and storage are dirt-cheap compared to human time. If your IT manager or CIO still agonizes and complains about how much disk space you use up for emails and electronic documents then this is definitely not the solution for you. Your IT hierarchy is still living in the long-gone past when computers and disk were expensive and people were cheap (by comparison).

However, if you have practical, sensible IT people then the approach is worth considering especially if your organization has a long history of failing to digitize its records and automate its processes. That is, you have tried at least once to roll out an organization-wide EDRMS and have failed and/or blown the budget. The word ‘pilot’ probably appears often in your company history usually prefixed by the adjective ‘failed’. Don’t feel too bad, most pilots are initiated because management lacks conviction. They are therefore destined to fail.

We have the tools required to implement such a solution but I won’t go into detail about them now. This is a concept paper, not a detailed instruction manual. If you are interested in the concept please contact me and I can then elaborate.

So, if you really do want to rollout a successful EDRMS and do it in the fastest and least disruptive and lowest cost way possible then please write to me and pose your questions.

For the doubters, this is the same way we manage our electronic documents and emails at Knowledgeone Corporation and we have done so for many years. We use our own software; apart from a couple of accounting packages we run our whole company with the RecFind 6 Product Suite and totally automate the capture of all electronic documents and emails. All my staff have to know is how to search and yes, they can find anything in seconds even after 31 years of operation and a very, very large database.

It is not difficult, it is not ‘expensive’, it does not require a huge amount of management or maintenance time and it runs largely in the background. As I said above, all your staff have to learn is how to search.

It does however, require an open mind and a desire to finally solve the problem in the most expeditious manner possible. But, please don’t tell me you want to run a pilot. Test my solution by all means and put it through the most vigorous change control procedures but don’t damn the end result by beginning with a “we are not really sure it will work so are not really committed and won’t allocate much of a budget but let’s try a pilot anyway because that limits our exposure and risk” approach.

I don’t want to waste your time or mine.

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