ecm platforms- the next generation of enterprise content management whitepaper

8/2/2019 ECM Platforms- The Next Generation of Enterprise Content Management Whitepaper

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ECM Platforms:

The Next Generation of

Enterprise Content Management

The Evolution of ECM: Platform Oriented, Flexible,

Architected for the Cloud and Designed for Technologists

Over the last decade, content technology, use and expectations have signicantly

evolved - redening the requirements for architects, project managers and developers

responsible for implementing ECM solutions. Emerging best practices suggest that a

well-designed ECM platform supports solution development and deployment in a

manner that is predictable, sustainable and aordable.

This white paper explores these content technology changes, and explains the value and

benets to business and technical adopters of embracing a new generation of ECMplatform technology.

Eric Barroca, Roland Benedetti - August 12, 2011

www.nuxeo.com Copyright 2011 - 2012 Nuxeo. All Rights Reserved.


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Taking a Platform Approach to Building Content Centric Applications

Contents

Executive Summary_______________________________________________________4

Scope and Goals__________________________________________________________4Target Audience__________________________________________________________4

Defning Enterprise Content and Enterprise Content Management_______________5

What Is Enterprise Content Management?_____________________________________5

What Is Enterprise Content?_________________________________________________6

Drivers or ECM Adoption___________________________________________________6

Enterprise Content Trends__________________________________________________8

ECM: It's not Just File Shares as Content Tools_________________________________8

The Evolution o ECM______________________________________________________ 9

Content Diversity________________________________________________________10

Smart Content___________________________________________________________11Big Data Is Big Content___________________________________________________12

Requirements and Challenges or a Modern Content Platorm_________________15

Enabling Content-Driven Processes and Applications___________________________15

Providing Modularity and Extensibility________________________________________17

Supporting More Than Just the Server Side___________________________________19

Running Anywhere, Including the Cloud______________________________________20

Modern Development: Agile and Soon in the Cloud_____________________________23

Standards Matter, but Don't Be Blind_______________________________________26

Why Standards?_________________________________________________________ 26Existing and Emerging Standards___________________________________________26

The Business Case or Adopting a Platorm Approach to Content Applications__33

Qualitative Reasons______________________________________________________33

Calculating ROI__________________________________________________________34

Nuxeo's Enterprise Platorm: a Modern ECM Platorm _______________________37

Conclusion______________________________________________________________ 39

What You Can Expect When Adopting ECM___________________________________39

Table o FiguresFigure 1: Drivers or ECM Adoption (Miles, 2011)......................................................7

Figure 2: Reasons or Adopting New ECM (Miles, 2011)........................................... 7

Figure 3: Traditional ECM unctions...........................................................................9

Figure 4: The Evolution o Content Management (Miles, 2011)...............................10

Figure 5: How well is content managed (Miles, 2011).............................................11

Figure 6: The Evolution o Content.......................................................................... 12

Figure 7: Organizational Unit Content Growth (Chute, Manrediz, Minton, Reinsel,

Schlichting, & Toncheva, 2008)................................................................................13Figure 8: Architecture Pattern or Content Driven Applications...............................16

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Figure 9: Reasons or Inability to Meet ECM Vision.................................................17

Figure 10: Multi-Channel Content Delivery.............................................................. 20

Figure 11: Cloud Computing Taxonomy.................................................................. 22

Figure 12: Development as a Service...................................................................... 25

Figure 13: Linked Open Data................................................................................... 30

Figure 14: Beneft and Cost Categories...................................................................34

Figure 15: Nuxeo Architecture................................................................................. 37

Figure 16: Customizing the Nuxeo Platorm............................................................ 38

Table o Tables

Table 1: Example ROI Calculation........................................................................... 36

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Executive Summary

Scope and GoalsThis document is intended or technology leaders and inuencers who are in-

volved in the selection o solutions or managing enterprise content. The docu-

ment provides readers a detailed understanding o how organizational needs or

managing enterprise content are evolving, and why it is critical to implement pro-

cesses and tools that are sufciently exible to support these rapid changes

now.

Ater reading this white paper, you should understand:

What is meant by the terms enterprise content and enterprise content

management.

How enterprise content and organizational needs or managing that content

are evolving.

Why it is important to have tools based on a strong technology platorm that

support inormation and processes o increasingly diverse types, complexity

and size.

Technologies and standards or supporting enterprise content management

(ECM) in a process-centric manner.

How to create the business case or adopting a platorm or building content-

driven solutions.

Target Audience

The ideal reader is in a sotware, solution or enterprise architecture role and makes

or inuences decisions about development rameworks, enterprise content man-

agement systems or other content-centric platorms. The reader should have ageneral understanding o enterprise content management concepts, but is not ex-

pected to have detailed understanding o any specifc enterprise content manage-

ment process, application, ramework or platorm.

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Defning Enterprise Content and Enterprise ContentManagement

What Is Enterprise Content Management?

Organizations are becoming more conscious o the worth o the content they have

and the value o being able to utilize this content eectively. This is precisely what

ECM addresses. ECM is aimed at managing the lie cycle o inormation rom its

creation to archival and disposal. According to the Association or Inormation and

Image Management (AIIM):

ECM is the strategies, methods and tools used to capture, manage,

store, preserve and deliver content and documents related to

organizational processes. ECM tools and strategies allow the

management of an organization's structured and unstructured

information, wherever that information exists.(AIIM, 2011)

Although many may assume ECM is just a technology solution, it is not. ECM also

includes any operational or strategic processes that rely on content in addition to

the tools and technology used to support them.

The frst decade o the 21st century has caused organizational processes to

evolve ar beyond what many originally considered possible and content supports

many o those processes. This evolution has made ECM a critical component o

the enterprise technology ecosystem. Traditionally, technology solutions that sup-

port ECM provide capabilities such as:

search

collaboration

business rules management

workow management

document capture and scanning

version management

metadata enhancement

that help make access, delivery and management o inormation more controlled,

efcient and less costly. However, this list o eatures is evolving as ECM evolves

constantly adding new requirements and growing more demanding, with a greater

emphasis on integration and long term exibility.

Just like Enterprise Resource Planning (ERP) increases operational efciency andcompetitiveness, standardizing processes like fnancial management, ECM allows

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organizations to gain control over their content to accomplish organizational ob-

jectives.

What Is Enterprise Content?

The defnition above provides a description o what it means to manage content,

but what is the enterprise content that is being managed? Enterprise content

has evolved. It is no longer just digitized versions o scanned documents or a nar-

rowly-defned set o records. Enterprise content may include any type o content

that an organization captures and uses in its daily processes, rom structured con-

tent in relational databases, XML documents or enterprise applications such as

customer relationship management (CRM), supply chain management (SCM) or

enterprise resource planning (ERP) tools, to unstructured content such as text,

emails, word processing and spreadsheets.

Enterprise content is not limited to these items, however. Enterprise content may

also include multimedia such as images, video, voice mail, streaming media and

newer orms o inormation like geo-data that previously did not exist or occurred

inrequently. Social media may also be expanding its impact on enterprise content.

However, at this point, the medium is used more requently or communication,

collaboration and Web Engagement than or ECM use cases. In short, enterprise

content can be any piece o data, document, enterprise application content or

multimedia asset that is associated with an organizational business process, or

any content that an organization deems valuable enough to store and manage.

Enterprise content is at the heart o inormation systems an important part o the

processes and models o the business. Enterprise content is no longer a static en-

tity that exists beside business logic; content co-exists with business logic. It is

critical that platorms support content types and metadata that are capable o ac-

curately representing the complex relationships and transactions that occur every

day in the business to enable improvements in organizational process.

Drivers or ECM Adoption

As early as the mid to late 1980s, organizations were implementing stand-alone,

tactical solutions rom vendors like FileNet, ViewStar and Lotus to capture paper

documents and reduce the eort and time required to fnd inormation. Businesses

continue to adopt content management or many o the same reasons they did

over two decades ago, and the pace seems to be increasing.

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According to the 2011 State o the ECM Industry by AIIM, there are a number o

business drivers or adoption o ECM:

The study also captured drivers or adopting new ECM systems:

Although this white paper will not go into details on each o the drivers or ECM

adoption, it is easy to see that each o the issues will beneft rom the support o

an ECM solution based on a solid technology platorm.

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Figure 2: Reasons for Adopting New ECM (Miles, 2011)

Figure 1: Drivers for ECM Adoption (Miles, 2011)


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Enterprise Content Trends

ECM: It's not Just File Shares as Content ToolsA number o solutions outside o ECM tools have emerged that allow sharing doc-

uments and other content among multiple users such as DropBox, Box.net,

shared fle systems and Google Docs. While these solutions support sharing, col-

laboration and limited security eatures, it is a mistake to consider these tools hol-

istic ECM solutions.

Modern ECM platorms are not just simple fle shares and do not resemble early

document management solutions that were in many cases little more than user in-

teraces over a fle share. ECM platorms include a variety o capabilities such as:

Version tracking

Relationships between documents

Support or document meta-data and/or semantic details

Confgurable document workow and liecycle management

Check-in/check-out

Content streaming

Auditing and Traceability Business rules

that are oten critical or organizations to manage content efciently and are not

supported by popular fle sharing tools. Additionally, an ECM platorm must ulfll

the requirements common to all enterprise sotware, such as:

Complex integration with name directories (e.g. LDAP)

Capability to ft within a predefned enterprise technology portolio and con-

orm to architectural standards, whether in the cloud or on premise

High availability

which are also not supported by fle sharing applications.

In general, fle sharing applications are designed or independent, uncontrolled,

unstructured content and include ew tools to support structural management

(e.g. taxonomies) or to add supporting meta-data. Further, although these tools

support sharing, they do not support content reuse across the enterprise and lack

support or applying critical business rules, liecycle management or workow to

support content-centric business processes. Without the ability to classiy the

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content or to represent its relationships to other content in a uniorm manner, con-

tent becomes almost impossible to manage as the volume grows.

File sharing applications have another important limitation. As enterprise content

becomes more diverse and includes multimedia assets such as video and audio,

there is an increasing need to support rich content and activities such as stream-

ing a eature the majority o fle sharing tools do not support. Older document

management platorms also lack support or many o the newer content types.

Finally, organizations with legal and regulatory constraints should be very careul

about exposing content using document-sharing solutions, since they do not

provide high levels o security, traceability or control. Even i legal requirements

are not in place, exposing content perceived as private can be a large blemish on

the ace o an organization.

The Evolution o ECM

Like all business processes and the technology that supports them, ECM is re-

quently changing to introduce new models, concepts and meet new challenges.

Traditionally, ECM technologies have consisted o a number o independent solu-

tions:

However, increasingly organizations desire more integration. They want content to

be pervasive and available on-demand wherever its required not just within a

specifc standalone application supporting a single use case. Organizations want

content within the tools where and when they do their work and manage their

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Figure 3: Traditional ECM functions


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business processes without the necessity to access multiple tools and ollow nu-

merous disconnected processes.

These business demands are driving a new, modern breed o ECM technology.

ECM has evolved rom a departmental, siloed, single purpose solution to an enter-

prise-level inrastructure. These modern ECM solutions go beyond commercial o

the shel (COTS) applications that perorm a specifc unction, such as document

management, and even beyond integrated suites that combine multiple unctions.

Modern ECM technology is not an application; it is an interoperable, exible con-

tent platorm that exposes components and services that organizations can easily

integrate to support a diverse set o content-enabled business processes within

applications built on the platorm. The new ideal ECM platorm is transparent to

users only the capabilities are important. The diagram below illustrates this evol-

ution.

Content Diversity

Organizations are not only requiring content management solutions to be exible

enough to support more business processes; ECM solutions must also support an

increasing number o content types. Organizations are increasingly leveraging new

types o inormation to support their operation. As organizations manage more

types o enterprise content, they requently have concerns regarding the accuracy,

trustworthiness and accessibility o the content.

A 2011 ECM survey by AIIM showed both the dierent types o content organiza-

tions manage and the confdence leadership has in the quality o the manage-

ment. This clearly highlights the increasing diversity o content managed by ap-

plications, rom core business content to content more related to social collabora-

tion.

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Figure 4: The Evolution of Content Management (Miles, 2011)


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Smart Content

In addition to content growing more diverse, in some cases it is becoming smarter.

What does this mean? Traditionally, content managed by ECM solutions consisted

largely o fles and scanned images perhaps interpreted with simplistic optical

character recognition (OCR) and very limited metadata. Today however, modern

ECM platorms must be more sophisticated. They must support interpretation o

the actual contents o the document and assign meaning to the data it contains .

This smart content allows organizations to go beyond just storing a binary fle

with limited metadata or viewing and instead associate relationships, complex

metadata and business rules to automate business processes. For example, an

organization scans an invoice. ECM technology can extract the invoice number

and use it to relate the invoice to inormation in other enterprise applications (e.g.

a customer service system) so that users gain a more holistic view o the inorma-

tion and business rules can be applied.

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Figure 5: How well is content managed (Miles, 2011)


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ECM solutions are also augmenting content with growing amounts o metadata,

such as version number and security descriptors, that may be useul in making

management even more efcient. Metadata is no longer just inormational to the

reader; it is now one o the variables driving the business process.

Big Data Is Big ContentNot only is content becoming more diverse and smarter, it is growing at an almost

inconceivable pace. Companies are capturing increasing volumes o data about

customers, suppliers and operations generated because o other activities. The

McKinsey Global Institute projects data will grow at a rate o 40% per year (Ma-

nyika, et al., 2011) driven by an explosion o content, social media, mobile, video

and other rich media combined with cheaper storage and trends such as cloud

computing that encourage organizations to save everything. IDC has projected

even higher content growth rates. IDC predicts that the amount o digital inorma-tion produced worldwide in 2011 will be 10 times that produced in 2006. This

makes or a compound annual growth rate o close to 60% (Chute, Manrediz,

Minton, Reinsel, Schlichting, & Toncheva, 2008).

Content growth might have previously only concerned a ew niche areas, but it

now impacts every sector and organization and is quickly becoming a way or

leading companies to outperorm their peers as they gain new insights rom stored

inormation. For example, according to the McKinsey Global Institute, 30% o

Amazon. com sales are driven by product recommendations based on users pre-vious purchases (Manyika, et al., 2011). I this inormation is managed as enter-

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Figure 6: The Evolution of Content

Early DocumentManagement

Enterprise ContentManagementPrevious gen.

Next Generation oEnterprise Content

Management

File Only flesystem based

Binary Files +limited DublinCore

Content Structure+ complexmetadata + binary

fle attachment


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prise content, it can be leveraged in other content driven processes beyond sales

recommendations.

The ability to analyze and gain insight on larger volumes o inormation due to

more sophisticated ECM technology has a number o benefts:

Transparency: Making content more easily accessible to stakeholders ex-

actly when and where they need it. This reduces the time and eort required

to locate inormation, and it can improve perormance.

Data Driven Decision Making: Companies are collecting increasing amount

o inormation rom sensor data that can be used or making decisions in a

more quantitative and predictable way. For example, capturing the length o

time in a case management workow can inorm an organization which por-

tion o the process is most lengthy or most expensive. The data can also be

used in controlled experiments to determine the impact o making changes.

Customer Segmentation: As technology improves, organizations are better

able to develop unique customer profles to engage them more specifcally.

For example, they can consolidate inormation rom CRM systems with un-

structured emails and social media interactions to create a more complete un-

derstanding o customer needs across all channels.

Automated Decision Making: Access to content can provide all o the in-

ormation necessary to automate decisions previously made by humans, re-

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Figure 7: Organizational Unit Content Growth (Chute, Manfrediz, Minton, Reinsel,

Schlichting, & Toncheva, 2008)


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ducing operational costs. Even i companies dont automate decisions com-

pletely, content can be used to acilitate decision making. In claims pro-

cessing, or example, instead o going to multiple systems, enterprise content

management could allow sta to see all relevant documents rom a single in-

terace, improving the efciency o the process.

Identifying New Business Models, Products and Services: Aggregated

content and its analysis presents innumerable new business opportunities

rom real time price comparison services to preventative care solutions in the

health care sector.

Although the additional data is valuable, organizations are still struggling with their

attempts to manage, store and derive value rom the content. In many cases, as

content sizes grow, so does the complexity and cost associated with managing

the content.

Legacy techniques o managing inormation are no longer sufcient with growing

volumes o content. Users simply cant browse categories, or in some cases

search, the massive amounts o content stored in the enterprise its too over-

whelming. Growing content sizes make adoption o new content processes and

technologies essential. From cloud-based storage to semantic technologies that

improve the amount machines are able to assist users content growth is trans-

orming the entire ECM space.

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Requirements and Challenges or a Modern ContentPlatorm

Enabling Content-Driven Processes and Applications

Some organizations have made signifcant advances in leveraging ECM tools.

However, in most cases, use o the technology is still not optimal. Why? Many still

consider ECM a stand-alone tool instead o a middleware component that

provides services capable o supporting an extremely diverse set o business

unctions rom invoicing to case management.

For example, a human resources department may need a technology solution to

assist in executing the new hire process. This is a content centric process. A re-

sume, a potential employee profle and interview eedback are all potential content

types. The scenario may be even more complex. There may be a requirement to

automatically provision an accepted candidate in the user directory, or integrate

with a web content management system or other business processes. No boxed

ECM application is likely to meet these requirements perectly. This is a con-

tent-driven application. Instead o custom developing a solution using a lower

level ramework (e.g. Hibernate or persistence) the organization could beneft

rom the capabilities o a content platorm or managing the process.

Although electing to adopt a content platorm versus a traditional ECM application

has a number o benefts, some architects may question how to best integrate the

components into their technology portolio. The diagram below illustrates one

possible architectural model or organizing content-driven applications using con-

tent platorm components.

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In this model, the ECM platorm exposes services such as workow, authentica-

tion and access control and auditing via one or more interaces that can be used

to build custom content applications or integrate with existing packaged and en-

terprise applications. In addition, the content platorm also provides direct access

to stored content via standards-based interaces (repository services). The content

platorm can be used to build content-enabled applications that leverage either

the content directly or the set o high-level services provided by the content plat-

orm.

In this model, a user interace layer oers rameworks to expose its services to di-

erent user interace technologies. These rameworks can be leveraged to create

custom interaces rom the platorm that adapt to the organizational context, mak-

ing user adoption smoother and reducing the user learning curve.

A platorm should be architected in a modular and exible manner. It should ex-

pose an entire ramework or use by developers, and not simply a content reposit-

ory. Many ECM tools tend to be architected around the content repository only,

providing no additional layers. This is a more traditional approach, inherited rom

the client-server era.

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Figure 8: Architecture Pattern for Content Driven Applications


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A platorm should also provide a comprehensive set o services, rom low-level

directory services to high level user interace services. This is the design o a plat-

orm that supports integration. It is designed to be extended and assembled by

developers making solutions rom the platorm.

Whether this model is implemented or an alternate ECM design strategy, a com-

ponentized, platorm centric approach is the key to delivering truly exible ECM.

ECM evaluations and adoption discussions should move away rom specifc ap-

plications and unctional implementations that assume requirements and toward

one o content rameworks that can be easily customized and extended at the re-

pository, platorm and user interace level to work in the manner that is most ap-

propriate to meet organizational needs.

Providing Modularity and Extensibility

No vendor can anticipate every use case that must be supported or managing

enterprise content. New content types, standards and business models are con-

stantly being developed; thereore, it is important to select an ECM platorm that is

architected or interoperability, customization and extension not something all

vendors support. Lack o extensibility can have a direct impact on business cap-

abilities. Over hal o businesses indicate that lack o ECM tool support or their re-

quirements is restricting their ECM adoption (Miles, 2011). The chart below illus-

trates some o the reasons supplied:

A well-designed ECM platorm will support extensibility and customization in a

manner that is predictable, sustainable and affordable. Lets explore what this

means.

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Figure 9: Reasons for Inability to Meet ECM Vision


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At a minimum, a well-designed content platorm should be modular, component

oriented and deliver unctionality as a set o independent, decoupled eatures (ser-

vices) with ew dependencies between the components or to the technical envir-

onment. This design allows architects to choose the precise set o eatures and

services necessary to meet project requirements. In addition, the platorm should

have an exposed API that can be used to access platorm services without hack-

ing, engaging specialty vendor resources or purchasing add-on products. Other

platorm eatures to support a sustainable model or building ECM applications in-

clude:

Testability: The platorm should support testing extensions/customizations

without being overly cumbersome. Ideally, the platorm should easily integrate

with a testing platorm and allow continuous integration so that the unctional

and non-unctional (e.g. perormance) aspects o customizations/extensions

can be verifed. Solutions such as the Hudson and Jenkins continuous integ-

ration servers have grown more popular, and ideally an ECM platorm should

enable teams to leverage these tools.

Multiple API Strategies: An extensible ECM platorm should expose multiple

application programming interaces (API) to allow the project needs to dictate

the integration strategy. Ideally, the platorm should provide multiple strategies

such as native language (e.g. Java API), REST, SOAP, or standards-based in-

teraces or accessing the underlying ECM eatures

Support for standard languages such as Java , PHP or others as opposed

to proprietary, vendor-specifc languages. Some vendors may elect to imple-

ment support or recently introduced hot languages to generate interest in

their products. Architects should careully evaluate the value o the languages

supported or actors such as adoption o the language, size o the developer

community, the intrinsic qualities o the language and the stas ability to sup-

port applications written in the language.

Consistent internal developer and client API: A consistent and supported

mechanism or extension by internal (vendor) development and external de-

velopers, which enables customer extensions to look and unction extactly

like native vendor eatures. Vendors should support this mechanism beyond a

single release and have an upgrade path that makes it possible to beneft

rom new releases without jettisoning their investment in customization and

extensions development.

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Deployment: The ECM platorm should support multiple deployment

strategies, rom simplistic single server to high-availability active/active and

disaster recovery, rom on premise to cloud-based. It should support complex

deployment confgurations designed or application validation (e.g. test to sta-

ging to production). In addition, the platorm should allow deployment o cus-

tomizations and extensions in a predictable and controlled way across all en-

vironments without impacting core platorm unctionality.

Performance Benchmarking: The platorm should have regular benchmark

data published and allow teams in charge o implementation to defne their

own perormance tests based on their specifc use cases and application

needs.

Supporting More Than Just the Server Side

Frequently, developers, architects and project managers evaluating enterprise ap-

plications ocus on the server side eatures o the architecture. They examine how

business data persistence is implemented, how business logic is designed and

what APIs are available or integration. However, client side eatures are just as im-

portant as the server side. When evaluating an ECM platorm, it is important to

consider more than just the core capabilities encompassed in server-based com-

ponents. Architects should also ensure that the platorm does not impose excess-

ive restrictions on the user interace the end user will leverage to access the ap-

plication content delivery and/or the content delivery o the content itsel.

ECM platorms should easily support multi-channel content delivery and interac-

tion. This capability is growing even more critical as businesses increasingly em-

brace mobile devices, tablets and other tools in addition to browser and rich-client

applications that run on P.Cs. Ideally, the platorm will provide or allow integration

with one or more presentation rameworks to support rapid application develop-

ment:

A range o dierent web user interface frameworks or dierent interaction

use cases (e.g. JSF, GWT, basic web templating, etc.) to ensure all kinds o

web applications, including mobile and tablet based user interaces, can be

served in the most appropriate manner.

RIA (Rich Internet Applications) frameworks supporting Flex and related

middleware such as Adobe Lie Cycle or Granite DS, to ease the development

o these interaces.

Silent Applications or scripting and batch processing purposes.

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Desktop applications

Thick mobile applications, supporting major technology such as Android and

iOS, and providing dedicated SDKs to wrap the platorm services and APIs.

Running Anywhere, Including the Cloud

Traditional enterprise sotware was designed to run on premise, and still today, a

large share o ECM solutions are running on premise, managed by internal IT op-

erations. In this scenario, it is important to leverage standard middleware. For ex-

ample, in terms o Java technology, it should be possible to install the entire solu-

tion on a standard Java Application Servers such as the lean Apache Tomcat ser-

vlet engine, JBoss application servers or other standard inrastructure without re-

questing additional specialized components to meet the requirements o the ECM

or its supporting components. The same considerations are important regarding

the underlying database. Release where you want and how you want should

be the motto. This enables companies to achieve better ROI by allowing them to

share and leverage their existing investments in a single uniorm stack.

Traditional solutions and platorms oten ail in this area. Many require specifc

setups, specifc systems and in the end, almost dedicated maintenance and oper-

ational processes that result in additional costs or organizations.

Beyond traditional on-premise environments, cloud computing has brought a large

range o opportunities and promises. Cloud computing has democratized techno-

logy or many organizations. Instead o hiring specialized sta and making large

inrastructure and sotware investments, organizations can obtain the same cap-

abilities or a low start-up ee and a monthly or usage-based subscription ee.

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Figure 10: Multi-Channel Content Delivery


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Cloud-based platorms allow architects to design sophisticated, reliable, and

highly available enterprise content solutions without concern or:

Installation dependencies

Computing storage capacities

Upgrade paths

Sotware confgurations

Hardware investments

Future scalability

that could constrain architecture and design decisions. Cloud computing is usually

segmented into the ollowing layers:

Infrastructure-as-a-Service (IaaS): IaaS is the lowest level o abstraction in

the cloud technology stack. IaaS provides operating system support, storage

and processing. Vendors in this sector include Windows Azure and Amazon

EC2.

Platform-as-a-Service (PaaS): PaaS is essentially the middleware o the

cloud. It is more abstract than the IaaS layer and provides components, an

environment and rameworks or building higher-level applications. Vendors in

this space include Heroku and CloudBees.

Software-as-a-Service (SaaS): SaaS is usually the highest level o the cloud

stack and includes complete application solutions designed to be leveraged

by end users such as web mail and Google Apps.

Forrester Research illustrates the cloud taxonomy as:

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Although SaaS is currently the most prolifc use or cloud computing, PaaS adop-

tion is growing; it is estimated that the market will grow to 11.91 billions $ in the

next decade (Reid & Kisker, 2011), driven by organizations seeking to reduce tech-

nology costs while simultaneously improving services.

ECM technology, like almost every other technology, has been impacted by cloud

computing. However, it should not be assumed that ECM solutions can seam-

lessly transition to the cloud. Many ECM tools have a number o characteristics

that make utilization in a cloud difcult, i not impossible. For example, many ECM

vendors have built their solutions through acquisition or independent product de-

velopment cycles that dont share a common architecture and have not (and may

never) standardize environmental requirements, resulting in a tool with a dizzying

number o external dependencies that cannot be supported in most standardized

cloud environments.

The frst thoughts o ECM in the cloud may point to SaaS. While this is a valid op-

tion, the reality is that an ECM platorm must enable use o all layers o the cloud

stack:

IaaS: Allow organizations that are already taking advantage o hosted inra-

structure to continue to use it without requiring specialized environment con-fgurations that make cloud hosting impractical.

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Figure 11: Cloud Computing Taxonomy


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PaaS: Leverage the antastic promises o the approach, as its all about deliv-

ering rameworks and components that can be customized, but abstracting

rom the complexity o the lower inrastructure level a very good match or

the modern ECM platorm, as depicted beore.

SaaS: A signifcant portion o users o the ECM platorm will deliver their ap-

plications in this manner, asking or all the technical requirements that it im-

plies:

Elastic resource allocation

Multi-tenancy

Security and privacy

Monitoring o large scale implementations.

Beyond allowing all three approaches to cloud-computing, a good technical plat-

orm should make it easy to move rom one mode to another, and also to switch

between deployment options without signifcant eort, high cost or lengthy time to

market.

When considering a new ECM technology, it is important to consider more than

just a supports the cloud check-box on an RFP. Cloud support is not a simple

YES/NO question; cloud requirements and capabilities vary and should be ex-

amined in detail. It is not sufcient to rely on the shiny Cloud based marketing

collateral.

Modern Development: Agile and Soon in the Cloud

The new requirements o ECM mean that out o the box solutions are no longer

sufcient. Content-driven applications have a level o uniqueness that requires

most organizations to set up a development team to confgure, develop, maintain

and deploy the solution. While the complexity and cost o this might be a concern,

using modern sotware methodologies, tooling and a well-designed sotware

ramework can dramatically minimize the delivery eort.

A set o best practices can ensure higher quality solutions with a lower cost o im-

plementation than traditional sotware delivery approaches:

Adopt Agile and iterative development practices. Embrace the release

early, release oten approach. These practices have been shown to reduce

delivery risk compared to traditional predictive project management practices.

Implement continuous integration. Building at every change ensures that

changes in the code base that have a negative impact are identifed early, be-ore they can cause additional issues.

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Implement automatic testing. This reduces the time, eort and cost o test-

ing and ensures that a ull regression suite is always available to confrm the

validity o sotware changes.

Use modern tools and techniques for source control (e.g. Git) that provide

developers with more efciency than traditional tools that lock entire fles

while a single developer makes changes. This newer breed o source control

tools also enables truly distributed development something that was chal-

lenging and expensive with earlier solutions.

Implement continuous and automatic performance testing/benchmarking.

This establishes baselines or the solution so that the team can easily identiy

any changes that substantially impact perormance.

Implement continuous deployment. Continuous deployment automates thedeployment process and reduces the time required to perorm tasks and the

risk o missing critical steps.

IaaS, SaaS and PaaS are now almost well-established areas or the cloud, but an

additional area is emerging development in the cloud. Cloud-based develop-

ment rounds out the cloud-computing environment, allowing organizations to not

only use (SaaS), assemble (PaaS) and run (IaaS), but actually build sotware re-

motely. In the current environment o everything as a service, it isnt a stretch to

assert that development as a service will be the next rontier o the cloud to exper-

ience growth.

Development in the cloud has many o the same benefts as other cloud-based o-

erings, such as lower acquisition cost, aster adoption, simpler setup and confg-

uration and reduced management and maintenance eort. A number o cloud-

based IDEs have been recently introduced, such as Eclipses Orion, Nuxeo Studio

or the Nuxeo Platorm and the popular Salesorce Force.com which provides

solution designers a high-level abstraction rom the actual source code. However,

development in the cloud isnt just about the integrated development environment

(IDE). To be truly holistic, development-as-a-service must support the entire de-

velop-to-deploy liecycle, which includes:

Code creation

Compilation

Source control

Continuous Integration

Automated Development Testing

Deployment to multiple deployment targets

This model is illustrated below and is already being oered by products such as

VMWares Code2Cloud and CloudBees Dev@Cloud. An ideal ECM platorm must

embrace this development model, not provide barriers to adoption, like manytools built with legacy architectures.

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Development-as-a-service is still in its earliest stages; a lot o evolutions must oc-

cur beore the ull development cycle is supported in the cloud. However, there is

already real value in adopting this new approach toward development, when you

can combine and integrate a cloud-based development environment with an on-premise development inrastructure, such as the continuous integration chain and

the deployment process.

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Figure 12: Development as a Service


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Standards Matter, but Don't Be Blind

Why Standards?Non-technical users really dont care about which standards exist and which are

emerging. They care that platorms play well together; they want interoperability.

They want solutions that can communicate with each other without excessive e-

ort and cost. They want to be able to move content between platorms i a new

tool is selected. It could be said that standards in the ECM space are more about

avoiding content lock-in than vendor lock-in.

Standards provide a set o guidelines and mechanisms or interacting with a tech-

nology. Adoption o standards has a number o benefts, with the most requently

cited being interoperability. No organization wants to be tied to a single vendor or

product option or implementing a technology solution no matter how well the

vendors solution unctions or the vendor provides service. Standards adoption

has a number o additional benefts such as:

Lower the technology adoption

costs

Increased development consistency,

simplicity and predictability

Improved code reuse

Reduced cost, time and eort to

transition between vendors and

solutions

Reduced ocus on commodity and

inrastructure

Ability to create composite inter-

aces that are tailored to the needs

o specifc job roles mashability

Improved application portability

Enable aster time to market be-

cause it is easier to purchase o

the shel components and applica-

tions that can integrate and provide

eatures or the solution

Organizations should understand which standards provide the benefts that are

most important or their needs when adopting an ECM solution.

Existing and Emerging Standards

They say the good thing about standards is that there are so many to choose. This

may be humorous, but seasoned technologists know that, unortunately, the quip

has some truth the world o enterprise content management is no dierent.

There is no single standard that is more important than all others. There is no uni-

versal defnition o what is most valuable; it always varies by the unique technical

and business needs o the organization.

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Not every ECM vendor and product will support every standard. However, it is im-

portant to determine the standards that are most important or uture business

and technical strategy and ensure they are supported by the potential ECM plat-

orm. For example, an organization concerned with the publishing industry might

have a strong interest in adopting the NewsML standard, whereas an organization

with more generic and horizontal coverage might have more interest in supporting

Content Management Interoperability Standard.

Standards impact a number o areas in the ECM market and it is important that

these be understood.

Interoperability

As noted above, interoperability is one o the primary drivers or standards adop-

tion. Interoperability takes many orms. In ECM, interoperability is primarily tar-

geted at providing a standardized way or content-based applications to share

their content assets.

The main standards related to interoperability or ECM solutions include Content

Management Interoperability Services (CMIS) and Java Content Repository (JCR).

CMIS has grown slightly more popular than JCR due to the technology agnostic

approach taken by the standard.

CMIS is one o the most recent standards in the content management space; it

was specifcally designed to support interoperability among ECM solutions. Of-

cially adopted in May 2010, managed by OASIS, and supported by a large number

o vendors, the standard defnes a vendor agnostic domain model, a protocol ab-

straction and a set o bindings that allow the sharing and accessing content

across multiple ECM tools. Key services provided by CMIS include:

Repository Services: Enable inormation discovery o the content repository

and the object types defned or the repository Navigation Services: Supports navigating the older hierarchy in a CMIS re-

pository

Object Services: Enables management o repository objects (Create, Re-

trieve, Update, Delete)

Discovery Services: To search or objects in a repository

Versioning Services: To manage the liecycle o repository items.

A number o vendors have dedicated themselves to moving the CMIS standard

orward. An example o this is are the Apache Foundation CMIS protocol imple-

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mentations, developed within the Apache Chemistry project, with support o de-

velopers rom various content management vendors, such as Adobe and Nuxeo.

Another notable eort is the contribution by Nuxeo o its content repository code

to Eclipse, demonstrating their willingness to work on a reerence implementation

o CMIS in a content repository. The project, originally called Eclipse Enterprise

Content Repository, has been ofcially approved by Eclipse and was rebranded

Apricot." It relies on the Apache Chemistry project.

Other ofcial or de acto interoperability standards that architects may want to ex-

plore because they could impact the overall ECM solution interoperability include:

Windows SharePoint Services (WSS): Not actually a standard, but a set o

services or accessing content in Microsots SharePoint products.

Web-based Distributed Authoring and Versioning (WebDAV): a HTTP-based

standard that acilitates collaboration between users in editing and managing

documents and fles stored on web servers.

Java Content Repository (JCR): a low-level Java specifcation, although ad-

apters have been created or other languages, defned under the Java Com-

munity Process.

Common Internet File System (CIFS): a protocol that allows applications to

make requests or fles and services on remote computers via the Internet.

Metadata

Metadata augments content stored by ECM solutions with additional details such

as taxonomy, relationships, security attributes, usage characteristics, auditing in-

ormation, and any number o additional attributes. How important is metadata to

an ECM solution? It is critical. Without metadata, it becomes almost impossible to

manage, maintain control and fnd content in an ECM tool. There are a number o

standards that impact metadata creation and management within ECM solutions

such as XML, Dublin Core and semantic technology related standards (e.g. RDF).

Support or some o these standards, like Dublin Core, is important, but not suf-

cient or solving all ECM metadata needs. Keep in mind that many standards that

address taxonomies and semantic technologies are still maturing, so adopting a

platorm with the exibility to support the standard in the uture will be key.

The most important standard, although it is a much lower level standard than

many o the others discussed in this white paper, is without a doubt XML. The Ex-

tensible Markup Language (XML) is a standard managed by the World Wide Web

Consortium (W3C). The human and machine-readable text-based markup lan-

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guage, similar to HTML, is now amiliar to most technologists. Unlike HTML, XML

does not have a single defned set o tags and attributes; it allows adopters to

defne their own elements or utilize a vocabulary defned by another party. XML is

a core technology or defning structured content and data, and o course,

metadata; it is the oundation or a number o other standards like Dublin Core and

XMP.

XML has been such a core technology that almost all vendors will promise sup-

port. However, like with computing, architects must examine what support

means. Not all vendors ully support XML equally or integration and transorma-

tion, storage and publishing. Architects should explore in detail the XML capabilit-

ies o an ECM platorm when it comes to managing, storing and processing XML-

based data.

Another domain that is mentioned more requently related to metadata is semantic

technology. Semantic technology allows association o meaning or context to di-

gital content not just meaning or people but or computers as well. I com-

puters can learn the meaning behind content, they can learn what users are inter-

ested in and provide assistance with common tasks, such as search or augment-

ing data with existing details based on known relationships. Without semantic

technology, content is typically just links between structured and unstructured re-

sources. Semantic technology provides context to these resources and their rela-tionships so that machines can recognize entities such as people, places, events,

organizations, etc. within the content.

Support or semantic technologies is limited in the majority o ECM platorms, al-

though some orward thinking vendors are beginning to incorporate the techno-

logy. I semantic technology lives up to its promises, the enhancements it provides

or metadata, categorization and content enrichment will substantially improve

ECM technology. This can be seen in research and open source projects like the

Interactive Knowledge Stack (IKS) project. IKS is an European Union-unded re-search project involving vendors like Nuxeo and Adobe, ocused on building an

open and exible technology platorm or semantically enhanced content manage-

ment. IKS has resulted in several Open Source projects, such as the Apache Stan-

bol project, which provides a connection between Semantic Web data sources

and traditional content management solutions. The growth o Public Open Data

(as illustrated by the W3C SWEO Linking Open Data community project in fgure

13) is clearly advocating or this kind o initiative, bridging traditional ECM and Se-

mantic Web technology. The use o a modular ECM platorm will no doubt make

this easier!

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Other Non-Content Related Standards That Matter

Technology and development languages are evolving and there is a range o tech-

nical standards that are must-have and high value or a modern content devel-

opment platorm.

OpenSocial is one o them. OpenSocial was originally created as an open spe-

cifcation or accessing and sharing user profle, relationship and activity data

across social networking sites, instead o working with the proprietary interaces

each site oered. However, its adoption has now grown beyond social networks

into the enterprise, to provide a general-purpose web application integration tech-

nology. It is especially practical or creating dashboards where end users can fnd

inormation rom dierent applications in one place.

OpenSocial is comprised o two high-level concepts: gadgets and APIs. Gadgets

are small, pluggable, HTML/JavaScript based components with a basic liecycle

that run in containers responsible or providing the gadget with the rendering en-

vironment and JavaScript APIs. The core OpenSocial APIs provide capabilities or

managing people, activities and data and are exposed via JavaScript and REST.

OpenSocial gadgets can also be used to provide a simple and light integration

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Figure 13: Linked Open Data


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solution between applications, and they can access any piece o inormation in

the enterprise that is exposed via REST.

In addition to the existing capabilities o OpenSocial, there are eorts underway to

provide tighter integration between OpenSocial and CMIS; the changes are tar-

geted or version 2.0 o the OpenSocial specifcation.

There are a number o additional standards not directly related to content that are

important or ECM development, such as OAuth, REST and LDAP. Each o these

technologies can play an important role in solution delivery.

OAuth is an open protocol standard or delegated authentication. It provides a

standard way or developers to oer their services via an API without orcing their

users to expose their credentials. From a user perspective, the standard allows auser (resource owner) to grant access to a protected resource rom one applica-

tion (service provider) to another application (service consumer). OAuth is a orm

o delegated authentication, which enables a single identity to be shared across

multiple sites without sharing credentials. In addition to providing a standard way

to grant access between applications, OAuth also provides a mechanism to re-

strict the scope and lietime o a service consumers authentication. This is a much

more secure strategy than sharing credentials and granting unlimited access to a

third party. It is also convenient or users, who are reed rom creating more login

credentials. Prior to OAuth, there were a number o other proprietary internet au-

thentication protocols. Unlike many o these earlier protocols, OAuth supports use

by non-web based applications.

Given that enterprise content is core to many business processes, it is important

that a well-designed platorm provide a standard way to control access to its ser-

vices. Instead o reinventing the wheel, vendors like Nuxeo are integrating OAuth

in their platorms to control which services and data are shared between applica-

tions.

Lightweight Directory Access Protocol (LDAP) is another protocol standard archi-

tects should consider. The LDAP protocol allows applications to access inorma-

tion stored in an LDAP server. LDAP servers can store any type o inormation, but

they are most requently used to store contact inormation, security credentials

and group inormation. The majority o organizations that support secured access

to resources or email store user inormation in an LDAP directory. LDAP servers

are so common, ECM platorms should support integration, at least at a read level,

with LDAP servers so that user inormation does not have to be replicated in mul-

tiple locations.

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Representational State Transer (REST) is an architectural style based on how the

web works, not a standard or application integration. RESTul interactions involve

two components - clients and servers. Clients make stateless requests to servers;

servers receive requests, process them and return a response. Requests and re-

sponses transer representations o resources. A resource is any object at an ad-

dress (URI) that can provide inormation or have an operation executed against it.

Given the growing popularity o RESTul style services, architects that have em-

braced this style o integration should careully examine which services a platorm

exposes via REST. Some vendors indicate they support REST, but have very lim-

ited eatures exposed.

And fnally, at a lower level, standards like OSGi are concretely delivering sotware

modularity and extensibility. Technology architects who are still associating the

Java technology to the heavy and hard to extend early versions o J2EE should

defnitely consider exploring OSGi. It provides the Java stack with a new approach

to modularity and extensibility. Sotware like the Eclipse Equinox project, the

Spring Java development ramework and Nuxeos platorm extension point sys-

tem are leading the way, and demonstrating the value o modularity, extensibility

and component-driven sotware architecture.

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The Business Case or Adopting a Platorm Approachto Content Applications

Most architects know, or at least suspect, that implementing a platorm centric

approach to building content-driven applications has some organizational value.

Ad-hoc processes, multiple tools and inconsistent practices are rarely in the best

interest o any enterprise. However, just trust me is typically not a sufcient justi-

fcation or an executive to champion changing business processes, introducing or

changing stafng and/or investing in new technology platorms.

It is critical that architects defne or contribute to the defnition o a business case.

What is a business case? A business case justifes the rationale or architectural

recommendations in a cohesive and compelling manner. A well-defned business

case should include qualitative reasons, and i possible a quantitative justifcation,

or return on investment (ROI) or undertaking a project not just the technical per-

spective.

The ollowing sections present a sample model or calculating ROI and general

(qualitative) benefts o using a platorm to manage enterprise content.

Qualitative Reasons

Implementing a platorm approach to building content driven applications has a

number o benefts such as:

Reduced training needs or technical resources, since a single approach is in

use throughout the enterprise. Architects, developers and designers can learn

the strengths, weaknesses, eatures, constraints and interaces once and

build numerous applications. This allows the resources to ocus on delivering

high-value eatures instead o learning vendor tools.

Improved content reuse and consistency Lower costs due to a reduced number o tools required to support the requis-

ite use cases

Reduced time to market, since a consistent tool is being used to deliver mul-

tiple applications.

Keep in mind these are only generalized benefts. An eort should be made to

identiy the benefts specifc to the organization adopting the ECM platorm.

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Calculating ROI

Adopting an enterprise content management (ECM) platorm may mean signifcant

organizational investment. And, like any investment, it is important to understandwhen the acquisition will pay or itsel ROI. A number o techniques can be used

or calculating the return on investment (ROI), however, a simplistic approach in-

volves identiying the beneft o implementing the new solution, quantiying each

beneft and deducting the cost. The categories below include sample beneft and

cost areas. They will vary or each organization/project.

In addition to identiying costs and benefts, you may want to segment one-time

items rom recurring items (e.g. annually) to depict initial ROI with reoccurring ROI

or project ROI within a time-rame.

Sample ROI Calculation

The ollowing tables depict an organizations ROI estimates or delivering three ap-plications using a single purpose application to deliver a business solution versus

leveraging a content platorm. In this example, the applications can all be classi-

fed as content-centric applications.

Project A is a generic Document Management project to serve the organiza-

tion's requirements or managing internal documents.

Project B is a content application that is more process oriented; an imple-

mentation o an extranet application to manage customer product returns. It

must integrate with the ERP system.

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Figure 14: Benet and Cost Categories


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Project C is a Digital Asset Management application or the Marketing and-

Communications team.

This example assumes the content platorm is open source, delivered under a

subscription model. Because o this, most o the sotware cost or the content

platorm approach are operational, as opposed to large upront CAPEX costs like

the traditional packaged Document Management and DAM solutions. Do not as-

sume open source means ree. It does not. Open source has a cost, its just not an

acquisition cost; the cost o open source is mostly in reoccurring maintenance and

support.

This fctional model can be used as a starting point or your own ROI analysis o

adopting an ECM platorm. Keep in mind that to assess the true value o adopting

an ECM platorm, you must look beyond a single project and examine the impact

over time.

Project A: Internal

Document

Management

Project B: Customer

Return Processing

Project C: MarCom

Dept Digital Asset

Management

Specifc ap-

proach,

buying sot-

ware rom a

DM provider

With

Content

Platorm

approach

Specifc ap-

proach, devel-

oping the ap-

plication rom

scratch, usinga development

ramework

Lever-

aging the

Content

Platorm

used orproject A

Specifc

approach,

buying an

out-o-the-

box DAMsolution

Lever-

aging the

Content

Platorm

used orproject A

CAPEX

Consulting

(advisory, cus-

tomization and in-

tegration)

65,000 65,000 80,000 60,000 5,000 5,000

Internal

(process defni-

tion, training, pro-ject management)

34,000 34,000 12,000 24,000 5,000 5,000

Sotware acquisi-

tion

45,000 0 3,000 0 60,000 0

Inrastructure

setup

15,000 15,000 15,000 2,000 14,000 0

TOTAL 159,000 114,000 110,000 86,000 84,000 10,000

OPEX

Year 1 17,600 37,600 9,500 6,000 15,000 0

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Ongoing project

cost

(enhancements,

project manage-ment)

24,000 16,000 18,000 15,000 0 0

Sotware main-

tenance & sup-

port

10,000 30,000 500 5,000 10,000 0

Inrastructure 7,600 7,600 9,000 1,000 5,000 0

Year 2 35,600 49,600 22,500 15,000 15,000 0

Ongoing project

cost

18,000 12,000 13,000 9,000 0 0

Sotware main-

tenance & sup-

port

10,000 30,000 500 5,000 10,000 0

Inrastructure 7,600 7,600 9,000 1,000 5,000 0

Year 3 45,600 55,600 33,500 23,000 15,000 0

Ongoing project

cost

28,000 18,000 21,000 17,000 0 0

Sotware main-

tenance & sup-

port

10,000 30,000 500 5,000 10,000 0

Inrastructure 7,600 7,600 12,000 1,000 5,000 0

TCO (on 3 years

only)

257,800 256,800 175,500 130,000 129,000 10,000

Specic approach Platform approach

TOTAL Cost of Ownership,

all projects

562,300 USD 396,800 USD

Cost Reduction - 165,500 USD

Table 1: Example ROI Calculation

Although this model is purely fctional, it illustrates the value o adopting a content

platorm instead o leveraging single-purpose applications or developing custom

solutions. Notice that consulting, inrastructure and sotware costs or the pointsolutions remain high over each application implementation, while these costs de-

crease or are eliminated or subsequent implementations using the ECM platorm.

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Nuxeo's Enterprise Platorm: a Modern ECM Platorm

Open source ECM vendor Nuxeo has taken a platorm centric approach to deliver-

ing content management capabilities (Fermigier, Delprat, Grisel, Guillaume, 2010.).

Unlike traditional ECM tools, which provide a monolithic application or managing

content, Nuxeo provides a componentized solution, organized in logical layers,

that allows applications to be assembled. The diagram below presents a high-

level view o the Nuxeo ECM technology.

Each layer o the modular architecture builds upon the services provided by the

layer below. This model allows an enormous amount o technical and business

exibility to create content-driven applications with the specifc eatures required

to support the business process. Nuxeos architecture supports a number o use

cases:

Customize the pre-built applications (Document Management, Digital Asset

Management, Case Management Framework)

Customized Nuxeo deployment

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Figure 15: Nuxeo Architecture


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Application integration with the Nuxeo platorm

How is this possible rom a single platorm? The lowest level o the Nuxeo archi-

tecture is the runtime. It is a container or other Nuxeo components and services

similar to how Java provides a runtime container or .Net has a common language

runtime. On top o the runtime is a lightweight CMIS compliant repository that can

be embedded into other applications or used to create a customized solution.

Each layer adds additional capabilities that organizations can optionally elect to

implement.

In addition to a modular architecture, Nuxeo provides an extension point model

that can be used to:

confgure services and components

extend existing platorm servicesas well as pre-packaged ECM applications that can be used as is or customized

to meet enterprise needs.

Nuxeos architectural strategy is one example o a modern ECM platorm oering

all o the value and benefts described in this white paper. This is in contrast with

strategies ollowed by vendors that oer a suite o tools or a single-purpose ap-

plication.

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Figure 16: Customizing the Nuxeo Platform


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Conclusion

Ater reading this white paper, you should now understand:

What is meant by the terms enterprise content and enterprise content

management.

How enterprise content and organizational needs or managing that content

are evolving.

Why it is important to have processes and tools that support data o increas-

ingly diverse ormats, complexity and size.

The key standards that support ECM technology.

Technologies and standards or supporting enterprise content management

(ECM) in a process-centric manner.

How to create a business case or adopting a platorm or building con-

tent-driven tools.

Why it is necessary to adopt an ECM platorm that doesnt just allow delivery

o a single pre-defned use case, but instead oers IT teams an efcient and

elegant way to build, customize and maintain solutions that can evolve.

What You Can Expect When Adopting ECM

No matter what strategy is pursued to support enterprise content needs, it should

not be expected that all enterprise processes and issues can be addressed in a

single project. Initially, organizations should select one or more use cases, work

with and understand the platorm and use the lessons learned in the next imple-

mentation. These quick wins are important or evangelism and improving user ad-

option as well as learning or technical resources.

In addition, organizations should expect that content, standards and business

needs will change over time. They will need to regularly re-evaluate their ECM

platorm to determine i it is still the best ft or organizational needs.

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Works Cited

Association or Inormation and Image Management (AIIM), 2011. What Is ECM?

Retrieved 06 10, 2011, rom AIIM Website: http://www.aiim.org/What-is-ECM-

Enterprise-Content-Management.

Miles, 2011. State of the ECM Industry 2011. AIIM.

Manyika, et al., 2011. Big Data: The Next Frontier for Innovation, Competition and

Productivity. McKinsey Global Institute.

Chute, Manrediz, Minton, Reinsel, Schlichting, & Toncheva, 2008.An Updated

Forecast of Worldwide Information Growth Through 2011. IDC.

Ried & Kisker, 2011. Sizing the Cloud. Forrester Research.

Fermigier, Delprat, Grisel, Guillaume, 2010. Lessons learned developing the

Nuxeo EP open source, component-based, ECM platform. Proceedings o the

2010 ICSSEA Conerence.

Additional Resources

For additional inormation on items listed in the white paper, you can review the

resources below.

Oauth: http://www.oauth.net /

Open Social: http://www.opensocial.org/

W3C SWEO Linking Open Data:

http://www.w3.org/wiki/SweoIG/TaskForces/CommunityProjects/LinkingOpenData

OSGi:http://www.osgi.org/

Jenkins/Hudson: http://java.net/projects/hudson/

Apache Chemistry: http://chemistry.apache.org/

Apache Stanbol: http://incubator.apache.org/stanbol/

Interactive Knowledge Stack: http://www.iks-project.eu/

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http://www.oauth.net/http://www.oauth.net/http://www.opensocial.org/http://www.w3.org/wiki/SweoIG/TaskForces/CommunityProjects/LinkingOpenDatahttp://www.osgi.org/http://www.osgi.org/http://www.osgi.org/http://java.net/projects/hudson/http://incubator.apache.org/stanbol/http://incubator.apache.org/stanbol/http://www.iks-project.eu/http://www.oauth.net/http://www.oauth.net/http://www.oauth.net/http://www.opensocial.org/http://www.w3.org/wiki/SweoIG/TaskForces/CommunityProjects/LinkingOpenDatahttp://www.osgi.org/http://www.osgi.org/http://java.net/projects/hudson/http://incubator.apache.org/stanbol/http://incubator.apache.org/stanbol/http://www.iks-project.eu/


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