M11 Going to the Chapel . . . The Client / Consultant Marriage and How to Manage it

Kim Anstey, ECMp
Business Analyst, Prima Computer Solutions

Brenda Collins, CRM
Senior Business Analyst, Prima Computer Solutions

Every relationship needs care and perhaps kid gloves at times – the client / consultant relationship is no different. From project proposal, through the courting phase (RFP process, statements of work and contract negotiations), marriage and honeymoon (contract signing and kick-off meetings) and wedded bliss (project completion!) both client and consultant must be aware of the pitfalls which can cause the relationship to falter.

Clients and consultants will learn to manage this delicate relationship from presenters experienced on both sides of the equation.

M21 Records Management Advisory Teams . . . Got One? Want One? Need One?

Earl Johnson Jr., CRM
Corporate Records Manager, Colonial Pipeline Company

This session is designed to help you determine the need for a records management advisory team and then define the team’s role in your RM Program. Other topics to be explored include the purpose, makeup, roles and responsibilities of the team and the expectations of team members. Team goals and objectives, mission statement (or team charter) and ways to measure the team’s success and effectiveness will also be explored.

Delegates are encouraged to share their thoughts, opinions and experiences (both pro and con) on the use of records management advisory teams.

T11 Hands on Process Mapping (workshop)

Janet Karasz
Service Delivery Manager, Service Alberta

Understanding and defining process is fundamental in both functional design and to successfully implement e-records applications.

In this workshop, participants will have an opportunity to learn and apply basic process diagramming principles. This workshop will introduce the value and purpose of the five sections of a Supply-Input-Output-Customer (SIPOC) diagram as compared to more detailed second and third level detail process diagrams. Basic process map symbols such as decision points and swim lanes will be explained.

Each participant will leave the workshop with several completed process diagrams built with his/her team-mates.

T21 Hands on Process Mapping (workshop)

(Continued from previous session)

T31 Show Me the Money: ROI for Records Managers

Stephen Neilly, CRM
President, Information Innovation

Supporting return on investment (ROI) claims is important when trying to justify the expense of new equipment, technologies, training, staff or systems.

This session is designed to assist Records Managers in defining what ROI is required by their organizations, defining the measures to demonstrate ROI, and introducing the systems and technology to create ROI opportunities.

T41 Expanding the RIM Envelope: Implementing a Policy Development Process (case study)

Tricia Daum, CRM
Manager – Records Management and Privacy, British Columbia Institute of Technology

From the records management perspective, the “old” way of developing and maintaining policies at the British Columbia Institute of Technology (BCIT) was flawed. For example, there were no business processes to retain policy versions in the Archives or standard policy templates. Consequently, building on the success of the RIM Program, a project was initiated to alleviate the deficiencies of the policy development process.

Come hear about this project which involved writing both a policy on policy development and procedures, creating a policy review team, and implementing a policy approval workflow. Lessons learned will also be shared.

W11 Three C’s of Enterprise Content Management Implementation

Marilyn Carr
National Director, MTS Allstream Inc.

Christian Walker
Senior Consultant, MTS Allstream Inc.

Successful implementation of content / document / records management systems in an enterprise requires commitment, coordination and change. This session will look at aligning RIM, business and IT perspectives and priorities through such actions as gaining and keeping the commitment of stakeholders through alignment to strategic objectives, and co-ordinating activities to reduce risk and promote success by identifying quick wins and appropriate pilots .

Without commitment, coordination and change, organizations are left with the three evil C’s: confusion, consternation, and chaos

W21 Strategic RIM

Stephen Neilly, CRM
President, Information Innovation

This session will provide an interactive look at a successfully implemented strategic plan for RIM.

Participants will come away with a practical outline for the components of a RIM strategic plan as well as steps for implementing the plan. Discussions will also cover points for gaining senior management acceptance of the plan