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How to select a Enterprise Content Management Systems (ECM)?
Most organisations that recognise the benefits that ECM can deliver will
decide to buy an existing ECM product rather than undertake the complex
task of building their own solution.
The folllowing outlines a methodical approach to selecting a ECM software solution.
For many organisations, the selection is not just about the ECM product but it is also concerning
the Implementation Services that are available to ensure that there is a "Solution" and not just technology.
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Once the initial concept has been identified, there is
a need to define a "Business Case". This is frequently part of a Project Initiation Document that
captures the scope, feasability, assumptions, risks and high level planning options for resources.
Many ECM vendors can provide sample ROI statements but for a Business Case to succeed it needs to look
at the total costs (Licences, Services, Training, Conversion effort, etc) over three or more years and quantify the benefits
both qualitative and quantative in the same time period. |
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After the approval of a Business Case, work can commmence on creating a
definition of what is needed in terms of a solution to deliver the expected benefits. The document created is
normally called a "Statement of Requirements" or an "Invitation to Tender (ITT)" or a "Request for Proposal (RFP)".
It is this document that can be sent to potential suppliers (both ECM software vendors and ECM service companies).
The quality of this document will influence the response from the suppliers. For most organisations getting potentials suppliers to "NOT BID"
is just as important as getting them to "BID". Most suppliers will not waste valuable time and resources making bids that they cannot
reasonably win. By getting vendors to analyse the requirements and NO BID, a lot of effort can be saved reviewing supllier proposals.
This is where the quality of the document is important. For most organisations, the exclusion of vendors on the basis of
a technical "Widget / Feature" is probably not appropriate. The bigger factors such as supplier viability, track record, total project price,
implementation timescale, etc, should be the key elements for the BID / NO BID decision.
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Reviewing the proposals from potential suppliers can be a time consumming activity.
In most cases the whole process will need to be conducted in very controlled manner so that an objective
decision can be reached. As effort is required to discuss each proposal, see demonstrations of products and
guage the cultural fit of the potential suppliers most organisations will want to limit the number of potential suppliers.
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Once an ECM has been selected, there is normally a period of negotiation and detailed
project planning. In many cases, it is at this stage that the true effort of implementing the solution and converting the existing content
to use the new ECM becomes clear. It is often only at this stage that a supplier will get to see the full picture
of the existing content. Tools are available to assist with the analysis of the existing material that needs to be converted, one such example
is the Vamosa product.
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The detailed implementation of a ECM will often include a "Quick Start" element, so that
all parties involved in the business change can gain confidence that an effective solution can be achieved. The total time to implement a
ECM into an organisation will vary but in most cases the limiting factors concern the traiing of staff, the adoption of
new business procedures (e.g. Content Approval via workflow) and the migration / conversion / clean up of existing content.
This activity normally takes months, not weeks and the original Business Case should reflect the time it talkes for the benefits to be realised.
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