In association with: Presented by:

6 Key Considerations to Going Mobile

Presented March 6, 2013

Listen to the Replay: Click here

now.

In association with: Presented by:

About AIIM

AIIM is the Global Community of

Information Professionals

We provide the education, research,

and certification that

information professionals need

to manage and share

information assets in an era of

mobile, social, cloud, and big data.

Learn more about AIIM at

www.aiim.org

In association with: Presented by:

About AIIM

www.aiim.org/research

Research/Industry watch

www.aiim.org/training

www.aiim.org/membersonly

Check out your professional member

benefits

Visit AIIM’s video library at

www.aiim.org/videos

With more than 100

snapshots on all things

Information Management

Join your peers at a complimentary seminar.

www.aiim.org/seminars

Secure Your Success

Demonstrate your ability to address and manage today’s information challenges

www.aiim.org/certification

Become a

In association with: Presented by:

Follow AIIM on

AIIM Community – @aiimcmty

AIIM Info – @aiiminfo

John Mancini – @jmancini77

Atle Skjekkeland – @skjekkeland

Laurence Hart – @piewords

Peggy Winton – @pwwinton

Betsy Fanning – @bfanning

#aiim

#aiimwebinar

#aiim13

Bryant Duhon – @bduhon

Jesse Wilkins – @jessewilkins

Nick Inglis – @nickinglis

Dave Jones – @instinctivedave

Doug Miles – @dougmiles00

Theresa Resek – @tmresek

Ricardo Fernandez – @rickbfer

Beth Mayhew – @bethmayhew

#ecm

#bigdata

#aiim13

In association with: Presented by:

Thank You to the Underwriters of this Event

Averail – www.averail.com

Averail provides secure mobile content solutions for the enterprise. Averail

Access gives mobile employees an intuitive app to access, manage and share

business documents without sacrificing enterprise security and control.

Autonomy –

protect.autonomy.com/protect/solutions/content-management/index.page

Autonomy Enterprise content management manages the complete content and process

lifecycle to improve productivity, information governance and business processes on a

single platform.

IBM – www.ibm.com/software/ecm

We help companies unlock the value of content for better insight and outcomes by putting

content in motion: capturing, activating, socializing, analyzing and governing it.

Iron Mountain – www.ironmountain.com

Provides information storage and management services that help lower the costs, risks

and inefficiencies of managing physical and digital data. Uniquely bridge the gap of

managing physical and electronic information.

In association with: Presented by:

AIIM Presents:

Host: Theresa Resek – Director, AIIM Webinars

Rich Medina – Co-Founder & Principal Consultant, Doculabs

Marc Olesen – President & CEO, Averail

6 Key Considerations to Going Mobile

In association with: Presented by:

Introducing our Featured Speaker

Rich Medina

Co-Founder & Principal Consultant

Doculabs

In association with: Presented by:

About Doculabs

Doculabs consultants are experts in enterprise social collaboration and

content management. We deliver highly actionable and comprehensive

strategic plans and road maps that help our clients achieve their business

goals, create competitive advantage, and reduce risk.

Our services help organizations govern information for the benefit of internal

and external constituents through enhanced customer communications,

e-discovery, and collaboration processes.

Quick Facts

• Founded in 1993

• Headquartered in Chicago

• Privately held

• Delivered more than 1,000 engagements

to more than 500 customers

In association with: Presented by:

Rehearsal of Mobility trends

General Trends

Technologies

Resulting Issues

Uncontrolled diversity, failed enterprise synching, system of engagement

problems

So how do we win with mobile ECM – get the benefits while

controlling risks and costs?

Use what we’ve all learned from ECM

Discern what’s similar from

what’s different, what’s simple

from what’s complex

Use solid methodologies from

general IT and specific ECM

The Acme Mobile Collaboration Program consists of five Project Categories. Each is assigned a category number from 1.0 through 5.0.

Each Project Category contains multiple Major Projects that will move Acme toward the program objectives.

Each Major Project contains multiple Tasks.

The Tasks are then mapped to a timeline.

1.1Project Start and Coordination Major Project 1

Understanding the Deployment Roadmap

1.2Project Start and Coordination Major Project 2

1.3Project Start and Coordination Major Project 3

1.4Project Start and Coordination Major Project 4

1.1.5 Major Project 1, Task 5

1.1.4 Major Project 1, Task 4

1.1.3 Major Project 1, Task 3

1.1.2 Major Project 1, Task 2

1.1.1 Major Project 1, Task 1

2.0 Install

3.0 Design

4.0 Test

1.0 Foundation

5.0 Deployment

So Evidently Mobility is a Thing

In association with: Presented by:

1. How should we address our current state of Mobile

DM chaos?

2. How should we start adding mobility to DM?

3. How should we identify and rank DM opportunities to

implement?

4. How should we address Mobile DM inefficiency?

5. How should we address Mobile DM risk?

6. How should we address individual Mobile DM

projects within an ECM program?

The 6 Key Considerations

In association with: Presented by:

First, do a – focused, quick -- Current State Assessment for mobile

and ECM

Address ECM categories: people, process, technology, content

But also assess and document the important mobile categories: division of

labor between IT and users, capabilities used, configurations, devices

1. How Should We Address Our Current State of Mobile DM Chaos?

3. Measuring the Current State

HOW INFORMATION IS SHARED

Is Acme a Social Enterprise?

What Kinds of Information Are Being Shared?

How Do Acme Employees Collaborate?

How are Documents Shared?

50%

USING IM AND TEXT 72%

EMAIL

16%

IN-PERSON MEETING

75%DOCUMENTS

65%SCANS

12%

VIDEOS

11%

AUDIO

38%

PHOTOS

34%

REPORTS

NOTICES

Permanent, Storage-Consuming Content Single-Use Messaging Content

Currently, most work at Acme is completed in a well-connected local office. Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Because of this, Doculabs recommends………..· Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx· Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx· Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx· xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx

Acme employees share almost every kind of content. Attaching or enclosing information in an e-mail message is the most common method of sharing information at Acme – whether internal or external (with customers, partners). Almost everyone attaches large files, which consume storage space and server resources – and present future records management and potential e-discovery challenges. Additionally, many kinds of brief, ad hoc messages are exchanged. Such messages may be relevant to multiple groups and could be published through social applications.

9%

PHONE

Acme employees use email as the primary way to share files. At Acme, workers follow many typical patterns associated with sharing documents. Within workgroups, workers create content individually and share it by sending it as an email attachment or by placing it on a shared drive. This approach limits the interactivity as content is created and results in future email management challenges (as well as potential e-discovery challenges).

Email is the primary form of business communication at Acme. Workers communicate and collaborate in many ways: in person during face-to-face meetings, on conference calls, via email, and other channels. In many organizations, instant messaging is quickly becoming the preferred replacement for more traditional channels of collaboration. This is also true at Acme, where 50 percent of employees text.

Many users collaborate with 10 or more people, across multiple groups, to create customer-facing content. At Acme, workers in many groups create content that has customer-facing components. In most instances, content is developed among project teams consisting of more than ten people, with input from individuals from groups such as Legal and Compliance. This scenario presents an increased risk of issues with version control, redundant storage, and potential duplicative effort.

How do Employees Develop Content?

74%EMAIL

17%

SHARED DRIVE

3%NOTES DB

6%OTHERLINKS

44%

NEWS

56%

65%

50%

NOT TEXTING

9%CONFERENCE CALL

CONSIDER THIS

Although Acme is a highly regulated organization that communicates carefully, employees are significantly increasing their use of email and instant messaging as preferred primary channels of communication in lieu of physical meetings and the telephone.

POLICIES

60% 72% EMAIL

63% DOCUMENTS

45% PRESENTATIONS

30% PAPER

The 6 Key Considerations

In association with: Presented by:

You will see uncontrolled diversity, failed enterprise synching,

system of engagement problems

For basic mobile DM health these need to be managed at the

enterprise level

This is a necessary condition for the success of any future mobile DM

projects

The Current State information will be used as you develop your Future

State and Roadmap

1. How Should We Address Our Current State of Mobile DM Chaos?

The 6 Key Considerations

In association with: Presented by:

Start with the following typical DM usage patterns that can be

extended with Mobility:

1. Basic DM and Access

2. Standard DM and Access

3. Collaborative DM and Access

4. Process DM and Access

5. Specialized DM and Access

All of them can be usefully extended by adding devices (smartphones,

tablets, etc.) and by providing cloud-based participation capabilities

Next, define which specific ECM/DM and Mobile capabilities belong to

each DM usage pattern

Now you can match the Mobile DM usage patterns (and their sets of

capabilities) to actual products and components in your ECM portfolio

2. How Should We Start Adding Mobility to DM?

The 6 Key Considerations

In association with: Presented by:

ECM Usage Pattern ECM Capabilities

Basic Document Management and Document Access· Provides minimum capabilities to allow users to create, edit

(with minimal version control and check-in/out), classify, store, and retrieve documents, using common tools such as Microsoft Office (including email) or a web browser.

· Also includes Basic Document Access, which provides no guarantees or restrictions on content, authorization, security, authenticity, or accuracy, apart from the most general guarantees or restrictions in place at the organization.

· Provides general retention and disposition, but no further records management functionality.

· Some library services· Simple search; search is limited to DM repositories· Web-based user interface· Integration with desktop tools (e.g. Microsoft Office)· Allows configurations with read-only DM· Leverages common security model for user authentication and access control; security protects search content based on user access rights· Records management capabilities not provided, other than retention and disposition capabilities provided by the core system; this retention management

(as opposed to records management) is provided without the use of specialized records management components or classification according to the organization’s retention schedule

Standard Document Management and Document Access· Provides sufficient capabilities for most cases where users

need DM, but do not require collaboration, other workflow, or more advanced capabilities.

· Also includes Standard Document Access, which adds to Basic Document Access by providing ensured authenticity and other related capabilities.

· Provides records management beyond simple retention and disposition.

· Provides better search capabilities than Basic Document Management.

Includes all Basic DM and Document Access capabilities, plus:· Web-based user interface for repository access and interaction· Library services are wide in scope, including document profiling/indexing, check-in/check-out, revision history, document security, audit trail, etc.· Structured repository; ability to configure the repository in a manner that matches business requirements· Metadata management capabilities (to facilitate document cross-references, search, etc.)· Ability to set up multiple repositories· Integration with desktop tools (e.g. Microsoft Office)· Person-to-person asynchronous collaboration capabilities for activities such as document authoring; generally used to replace simple email-based

collaboration· Not only leverages common security model for user authentication and access control (e.g. Basic DM and Access), but also provides guarantees and

restrictions on content, authorization, security, authenticity, or accuracy, beyond the general guarantees and restrictions in place at the organization· “Enterprise” search, although search is typically limited to all same-DM product repositories in the organization, with some capabilities to search databases

and other repositories from the same vendor· Records management; behind-the-scenes capture of all content as a business record (if not explicitly defined otherwise)· Structured repository; ability to configure the repository in a manner that matches business requirements· Metadata management capabilities (to facilitate document cross-references, search, etc.)· Ability to set up multiple repositories· Integration with desktop tools (e.g. Microsoft Office)

Collaborative Document Management· Provides team- or activity-based, document-centric

collaboration capabilities, focused on providing a common virtual environment to share information and interact on a particular task, project, or activity. This type of collaboration is focused on the creation, updating, and finalization of content (typically a single document or piece of content, such as a proposal or project plan). The finalization of the content may be the ultimate purpose of the collaboration, or it may be one step in a larger project.

Includes all Standard DM and Document Access capabilities, plus:· Workflow is document-centric; includes good author-review-approve content routing, with alerts to help participants quickly find and work on changes· May include electronic forms· Project workspace for team or workgroup collaboration; project templates and object reuse· Document review and markup features· Real-time document sharing and whiteboarding· Discussion threads· Online chat / instant messaging· May include some advanced version management capabilities, but these are typically relatively simple or require third-party components; examples include

red-line management and version merging/branching· Records management of project resources (objects) and entire projects

Specialized Document Management· Provides more specialized DM capabilities than Standard or

Collaborative DM; including DAM, technical document and data management, document capture, paper records management, and more granular security.

Includes either Standard DM and Document Access capabilities or Collaborative Document Management, plus:· May include integration with cloud-based DAM for rich media management· May include technical document and data management repository services· May include capture services, (e.g. capture software for multi-functional printers)· May include paper records management)· May include information rights management (IRM) capabilities, including encryption, digital signatures, etc.

DM Usage Patterns to Extend with Mobility

The 6 Key Considerations

In association with: Presented by:

First, look at your business processes and pick out some good

opportunities

The “easier candidates” will be processes that today fall into those

five DM usage patterns

Of course they will be sloppy partial fits or they will involve more than one

pattern

They may have no mobile component, or an ad hoc or organic mobile

involvement

They may also be processes with heavy (possibly problematic) use

of mobile – which you identified in the first sweep of your CSA

3. How Should We Identify and Rank DM Opportunities to Implement?

The 6 Key Considerations

In association with: Presented by:

Apply the “Rollout Principle” to order your roadmap; it’s a simple best

practice for ECM/DM roadmap design:

Roll out the simpler, lower risk, more independent, more foundational

components before more complex, higher risk, dependent components

Definitely do some kind of business case on your candidate

opportunities to determine whether they are worth making mobile

Mobile DM for AP

is sometimes a killer

enhancement --

or worthless

Also note that

adding mobility

may change your

case significantly

3. How Should We Identify and Rank DM Opportunities to Implement?

The 6 Key Considerations

In association with: Presented by:

Area

Application examples that are straightforward for ECM and are

good candidates for enhancing with mobility

• Standard DM and Process DM

• “Lightly” mobile

Accounting

Applications involving processes for billing, invoicing, purchase

orders, statements, reports, correspondence, expense

reporting, and procurement and contracting

Human

Resources

Applications involving processes for recruiting, new hires,

termination processing, employee self-service (HR intranets)

Customer

Service

Online access to documents by CSRs for issue resolution,

online customer self-service, customer correspondence

Group #1: Lightly Mobile Mature ECM Applications

In association with: Presented by:

Area

Application examples that are straightforward for ECM and are

good candidates for enhancing with mobility

• Standard DM and Process DM

• “Lightly” mobile

Inbound

Document

Processing

• All: mailroom capture, sales, enrollment

• Financial Services: loan origination

• Insurance: underwriting, claims

• Government: applications and forms

Group #1: Lightly Mobile Mature ECM Applications

In association with: Presented by:

Area

Application examples that are good for ESC, good for ECM,

and are good candidates for enhancing with mobility

• Collaborative DM

• “Moderately” mobile

Sales

• Proposal Development

• Expertise Identification

• Marketing

• Community Building

Management

• Public Relations

• Corporate and Employee Communications

• Human Resources

Operations

• Customer Support

• Project Management

• Product Development

Best Use Cases Include:

• Work patterns that have a fixed start and finish date

• Activities where groups of people collaborate on a single set of documents

• Brainstorming tasks and creative activities

Group #2: Moderately Mobile Enterprise Social Collaboration Applications

In association with: Presented by:

Area

Application examples that are complex but high-impact

LOB candidates for enhancing with mobility

• Specialized DM

• “Highly” mobile

Insurance (Sales)

Agents and brokers use tablet devices containing a dynamically

updated forms library. Examples include enabling potential

clients to complete paperless applications, sign policy contracts,

etc. Forms may be stored on device or data can be collected in

real-time.

Insurance (Claims)

Field adjusters use tablet devices for location damage

assessments and for completing claims forms. Onboard camera

used to capture images of damage.

Banking (Branch

Ops)

Employees use tablet devices containing a dynamically updated

forms library. Examples include enabling accountholders to

complete paperless applications, sign documents, etc. Forms

may be stored on device, or data can be collected in real time.

Group #3: Highly Mobile Vertical LOB Applications

In association with: Presented by:

Area

Application examples that are complex but high-impact

LOB candidates for enhancing with mobility

• Specialized DM

• “Highly” mobile

Healthcare Provider

Used by physicians and nurses for point-of-care information

gathering, accessing the patient record, remote patient

diagnostics, and updating charts.

Health Payer

Used by providers to complete claims information at point of

care using the patient record, remote patient diagnostics, and

up-to-date charts. Can be submitted real time or in a later batch

process.

Engineering,

Utilities,

Transportation

Used by service persons in the field for specialized applications

such as meter reading, pipeline inspections, waypoint

verification, or delivery confirmation.

Group #3: Highly Mobile Vertical LOB Applications

In association with: Presented by:

Today, mobile DM applications with any complexity are failing for

predictable reasons

The obvious first reason is that the mobile DM technology isn’t ready yet

to do what organizations often want it to do

The second reason is more interesting – it’s a participation versus

quality issue

Organizations want full participation and good quality but push both too fast, thus failing

at both

The solution is to 1) combine mobile and centralized technologies and staff to jointly

address the robust requirements, and 2) shoot first for participation, then ratchet up the

quality

This doesn't mean that you reject quality at first, but rather that you plan to depend

heavily at first on the centralized technology and staff for the heavy lifting, and then

incrementally move more quality requirements on to the remote mobile users and

devices over time

4. How Should We Address Mobile DM Inefficiency?

The 6 Key Considerations

In association with: Presented by:

5. How Should We Address Mobile DM Risk?

The 6 Key Considerations

Divide mobile DM risk into regulatory/litigation and security risk

Mobile DM using internal DM technology primarily poses

regulatory/litigation risk

Mobile DM using external technologies and users poses both -- and is a

huge concern

There is good news

There are best practices to help chip away at both. Many of them come from addressing

the swamp of shared drives, email, and hard drives. Use them to address that swamp

and then apply them to mobile DM.

Successfully improving high value applications also controls risk. If you succeed at

improving your processes with mobile DM so that they achieve the upside – you will also

be controlling much of the downside.

In association with: Presented by:

Plan and manage your Mobile DM initiatives within an ECM Program

Framework

Now: a few words about Consideration #7…..

ECM Program Categories

Information Architecture

Governance and Operations

Technology Architecture and Standards

Overall Program Strategy

Process Design and Implementation

Communications and Training

6. How Should We Address Individual Mobile DM projects within an ECM program?

The 6 Key Considerations

In association with: Presented by:

1. How should we address our current state of Mobile DM chaos?

Do a – focused, quick – CSA for mobile and ECM. Managing mobility to control

risks and costs is a necessary condition for the success of any of your future

mobile DM projects.

2. How should we start adding mobility to DM?

Standardize and “firm up” your ECM strategy so it’ll be a solid foundation

for adding mobile. If it’s not solid, then address that first. Bucket your

spectrum of ECM applications into a few DM usage patterns, mapped to

sets of capabilities and then to products.

3. How should we identify and rank DM opportunities to implement?

Look at your business processes and pick out good opportunities by doing the

following. Fit the processes into your DM usage patterns, follow the rollout

principle, and do a business case. Bucket your opportunities into Lightly,

Moderately, and Highly Mobile, and consider the Lightly Mobile opportunities

first.

Summary

In association with: Presented by:

4. How should we address Mobile DM inefficiency?

Plan and deploy with a very realistic understanding of the limitations of mobile DM

technology. Plan and manage your optimization of participation versus quality by

focusing on user participation first and then ratcheting up expectations of quality.

Start with a hybrid approach that uses centralized resources to fill the initial huge

gaps in quality.

5. How should we address Mobile DM risk?

Divide mobile DM risk into regulatory/litigation and security risk. Mobile DM using

internal DM technology primarily poses regulatory/litigation risk. Mobile DM using

external technologies and users poses both -- and is a huge concern. The good

news is that there are best practices to chip away at both and successfully

improving high value applications also controls much risk.

6. How should we address individual Mobile DM projects within an ECM

program?

Plan, roll out, and manage any mobile DM solution with an ECM Program

Framework Approach. Scale down the Program Framework for a single focused

project and scale it up if you are managing a complex Roadmap.

Summary

In association with: Presented by:

Richard Medina, Principal Consultant, Doculabs

rmedina@doculabs.com

312-953-9983

www.doculabs.com

Thank You

In association with: Presented by:

Introducing our Sponsor Speaker

Marc Olesen

President & CEO

Averail

© 2013 Averail Corporation - Confidential & Proprietary

Unleashing Mobile Productivity

March 6, 2013

Marc Olesen President and CEO

Unleash Mobile Productivity

• Who is Averail?

– Helping companies mobilize business content

• What is Averail Access?

– Innovative mobile content solution

– Workers easily access and share files on mobile devices

– IT controls and audits access to content

• Publish materials for Field

• Available online and offline

• Automatic updates for new versions, delete old

• AD groups to apply policies

• End-to-end security from repository to mobile device

• Increase productivity of Field Sales

• Reduce number of customer support cases

• Increase customer satisfaction

• Global manufacturer of tracking and recovery systems

• Operating in 28 states and 30 countries

• Sales teams using outdated materials

Background Objective Requirements

Case Study: Global Manufacturer

© 2013 Averail Corporation - Confidential & Proprietary

Global Manufacturer- Implementation

Selected SharePoint as ECM tool

Classified assets for sales productivity

Selected mobile solution to support centralized administration with simplified user experience

• Specify which content is pushed to the device

• Specify who has access to sales productivity materials

• Enable search across multiple content sites

• Support governance/compliance with detailed audit logs

© 2013 Averail Corporation - Confidential & Proprietary

Case Study: Results

Improved customer service:

Right content at fingertips to

answer customers quickly

Shorter sales cycles:

Pricing approvals done rapidly to

close deals faster

Greater competitive advantage:

Sales wins/losses easily shared

across sales teams

Increased cross-sell

opportunities:

Stay current on latest solutions

when convenient

© 2013 Averail Corporation - Confidential & Proprietary

Thank You

Want more information?

www.averail.com

36

In association with: Presented by:

Questions?

In association with: Presented by:

Download free studies

www.aiim.org/research

AIIM Resources

In association with: Presented by:

This survey will open in a new window.

(or click here)

Tell us how we did today,

and offer suggestions for topics of future events.

Survey

In association with: Presented by:

Upcoming Webinars

March 13th Beyond the Firewall: Protecting and Securing Your Information

March 27th Enhancing Customer Engagement In A Real Time World

Register Today at

www.aiim.org/webinars

View our library of Webinars OnDemand

www.aiim.org/WebinarsOnDemand