ECM:RIM—Programs that Matter. Programs that Last.

3. Define and document business processes. Connect with program managers in each department, and from them select "records champions" to identify business processes. These are the individuals who can identify the information inputs and outputs for their respective areas.

4. Discover the information that is being created and received within your organization.

There are a variety of ways to collect data about the information generated and received by your organization. These include:

• Review of existing processes, procedures and practices;
• Investigation of structures in shared drives and email accounts;
• Assessing data in business applications;
• Examination of forms used for business;
• Review of business email;
• Interviews with individuals and groups; and
• Development of ASC Context Diagrams2 and business process models.

Identify the information inputs and outputs of your organization and you will identify the official record copy of every item you find. The identification of an "office of record" is a key goal of this process and is the first step to managing documents that exist on multiple computers and document management systems. Identification of the record copy will allow you to take the next step.

5. Create and populate information management tools.

Now that you know your business processes and the information flows of your organization, you are well situated to develop or update your RIM tools. These tools include:

• A corporate records retention schedule that covers the entire organization. The retention schedule can be developed in stages, program by program, but the ultimate goal should be a comprehensive schedule for all records of the organization;
• Taxonomies for documenting the intellectual structure of your information; and
• File plans for practical use by employees who are working with records on a daily basis.

6. Keep your RIM program active. There is no point in spending time and money to get to this stage only to have the whole thing ignored or forgotten by next year. Ensure that you keep your program active and your tools in use by incorporating records management controls into compliance audits at the program level. Incorporate "records custodian" responsibilities into select job descriptions, and allow some controls to exist as a function of performance reviews. Understand that records custodians will require new skills. Training staff in the use of your RIM tools is essential, and will lay some excellent ground work for future ECM system training.

Things to Consider

Three important things to remember as you consider an ECM system implementation:

• Buying and implementing an ECM system does not guarantee compliance or adherence to best practice;
• All ECM systems require a significant upfront investment of time, effort and money; and
• Well designed and deployed ECM systems are worth the effort and provide significant returns on investment.

You don't have to wait to get started on compliance—begin by establishing an effective RIM program. Conduct needs assessments that allow you to prioritize high-risk areas. You can amortize the cost of implementing ECM over time by conducting pilot projects and engaging participants with a few budget dollars. Find and tout your quick wins, and you will keep the budget and organizational support you require in order to implement an ECM program that will endure.