About

LEARNING OUTCOMES:
• Understand the fundamentals of an effective records management programme
• Improve accessibility and deal with increasing expectations
• Learn to build a business case for an IM project

ABOUT THE COURSE
Records Administrators and Information Managers are faced with more complexity than ever before. 
How prepared are you when it comes to dealing with increasing expectations?
Knowing where and how to start is often the biggest challenge.  

Records Management and EDRMS provides an introduction to record keeping fundamentals.  It is for you if you’ve been wondering:
•  What projects you should do and in what order
•  How to build a classification structure and why
•  Selling records and information management to your organisation
•  Latest trends in EDRMS and what is the best fit for your organisation
•  What to do with hard copy records

Both public and private sector organisations need to be aware of the value of the information or knowledge that they hold and its potential. A practical session with implementable techniques and solutions, Records Management and EDRMS won’t bog you down in theoretical details. Designed to be hands-on with several interactive sessions and one-on-one support, come prepared to roll your sleeves up and get stuck into this course.
You will emerge from the course with a comprehensive action plan, templates and techniques that you can use immediately upon returning to your organisation.

This course is designed for
• Administrators who are developing records management systems
• Records Managers
• Librarians
• Information Managers
• Knowledge Managers.

Outline

1.  Approach to Records and Document Management
With the volume of information ever increasing it is becoming increasingly important for organisations, both private and public office, to effectively manage their information.  This could be in an effort to eliminate inefficiencies, improve quality of service and achieve industry or legislative compliance to name a few drivers.
This session will include:
•  Introduction
•  Identify what your sources and uses of information are
•  Understand how you are currently using and managing this information
•  Identify areas of improvement

2.  Business Case for an Information Management Project
On the assumption that there are areas that can be improved, then a project needs to be  
established so that the programme of work is structured, logical and reportable, so that
the ultimate solution can be successfully implemented.
This session will outline the process for building a business case to allow the project to
commence.

3.  Project Planning
In order to manage the programme of work as a project there are specific factors that
need to be included in the project’s planning to ensure that it provides the right amount of
rigour; both for the project itself and for the organisations ability to absorb it.
This session will cover:
•  Preparation of a Project Management Plan
•  Timeframes
•  Roles and responsibilities
•  Project governance
•  The approach to the project
•  Change management

4.  Legislative Compliance
Before proceeding further it is important to identify any areas of compliance.  For public offices this would include the Public Records Act, Electronic Transactions Act, Resource Management Act, to name a few.

5.  Getting Senior Management Buy-in
The successful implementation of any solution requires senior management buy-in.  Without it, some areas of the organisation may “opt” to use another solution.  This session will cover ways to ensure senior management support the project and final solution, and likely consequences without SMT support.

6.  Choosing the Right Solution
Once you have identified business issues and likely solutions (in the form of products and/or technologies) it may be relevant to undertake a selection process where you test the market for possible solutions.  This session will cover the various approaches to undertaking this and will include:
•  Evaluation criteria
•  Defining functional and system requirements
•  RFI, RFP, GETS / closed tender
•  Evaluating vendor responses
•  Short-listing
•  Site visits / vendor presentations
•  Negotiating vendor contract and Service Level Agreement

7.  Configuring the Chosen Solution
It is likely that any solution that is selected will be 100% applicable of the shelf.  Therefore some measure of configuration is likely to be required.  Depending on the nature and size of organisation this exercise could be very simple or very complex.  This session will cover the following topics and the reasons why each are required to be addressed:
•  Business classification structure
•  Metadata
•  Disposal schedules
•  User access / permissions

8.  Solution Testing and Piloting
Your solution is now all configured and ready to “go-live”.  Before you do this it is essential that it undergoes sufficient and appropriate testing against the functional and system requirements.  This will aid with maintaining user buy-in and assist with a trouble free implementation.  It may also be prudent to undertake a pilot to validate the implementation approach and the solution’s capabilities.
This session will cover:
•  User Acceptance Testing
•  Sign off process
•  Undertaking a pilot

9.  Implementation
You’ve reached the point of actually rolling out your final solution. The approach you take to implementation will be pivotal to the success of the user adoption. This session will cover
•  User training
•  Initial support
•  Ongoing support / helpdesk
•  Induction

10.  Post Implementation Tasks
Once the roll out is complete there are certain mechanisms that need to be established to ensure continued user acceptance.  It is also likely that after a certain period that users may identify areas or functionality that could be improved. It is imperative that a process is established to manage the changes and for these changes to be implemented without disruption to the business.  The solution’s performance and “health” also need to be monitored so that you are in a position of pro-activity rather than re-activity.  This session will include:
•  Change request process
•  Establishing a “play-pen” or development environment
•  Monitoring the solution’s performance
•  Ongoing user assistance

Facilitator

In-house Training