Tensions and contradictions of records management inside the organisation
Northumbria University has started a records management research project.
see: Project summary
The project is trying to find out why organisations are no better at managing their electronic records in 2008 than they were when office networks, the internet and e-mail were first introduced in the 90ies.
The research draws inspiration from John McDonald, who in a 1995 article described the unstructured electronic office environment as 'the Wild Frontier'. Ten years later in 2005 he wrote that the electronic office environment was still 'wild' and that organisations were no nearer finding a solution, despite considerable efforts from governments, national archives, professional bodies and vendors.
Sic!
http://tfpl.typepad.com/tfpl/2008/12/why-has-noone-solved-the-problem-of-keeping-electronic-records.html
one of the comments:
I agree with John's assertion that we don't know "how the office functions". I see this time and again in my consulting practice. One reason for this I believe is that people's "expectations" are not being managed effectively.
Many managers do not fully understand what ERM really is and how it can benefit their organization and this is because these managers have expectations that are out of line with what ERM can and perhaps should deliver. Some expect ERM to quietly and quickly solve all of their organizational problems, while others have little or no faith in ERM at all, yet admit that they have a problem that needs to be solved!
There are lots of technical reasons why so many attempts to implement proper ERM strategies and policies go wrong, but if the expectations of those who would ultimately benefit from ERM are not managed appropriately, then all the technology and policies in the world will be for naught. On the other hand, when managers and ERM experts see the same vision, and have basically the same kind of understanding, then the chance of such projects succeeding rises dramatically.
One of the critical tasks of any ERM implementation it to ensure that organizations know what they are getting and how much effort is really needed. ERM cannot be seen as a rapid solution to problems, and in fact, organizations might sometimes find themselves moving a little backwards as they try to adjust to new ways of doing things. However, if management is properly prepared for this, the acceptance of ERM will be better assured.
http://acerm.blogspot.com/2007/03/wild-frontier-john-mcdonald.html
Comment:
Warum funktioniert es denn im strukturierten Bereich, dieser war ja früher auch nicht strukturiert? Dann hat man die analoge Welt in ERP workflows gegossen und überführt und es funktionierte ...
Offenbar sollte man auch im unstrukturierten Bereich Zwangsmechanismen einführen mit Incentives, sodass das Unstrukturierte unmerklich strukturiert wird (geht offenbar nur so!).
Die grossen Vendors (EMC, Opentext, Oracle, IBM (FileNet), Autonomy-Meridio) propagieren nun eine automatische Klassifizierung (basierend auf pre-defined policies) ohne User interaction für deklarierte Records (formell oder informell).
Dies setzt voraus, dass alle Teilnehmer kongruente Verständnisse der Prozesse und Benennungen der Record Typen entwickeln ... (kontrollierte Vokabulare, nicht nur natürliche Sprache) in grossen Organisationen eine nightmare ... ggf. mag es für einzelne Prozesse hinhauen aber unternehmensweit?
A long way to go.
JH
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jhagmann - 17. Dez, 22:30
