Importantly, deploying or setting up a software application is only a small part of the process of implementing a successful digital strategy. Other components include: Policy frameworks as well as deploying software with records functionality, – it is necessary to review existing information management and security policies and laws to identify areas where policies may need to be revised. Policies that should be reviewed or developed include those relating to records responsibilities for different categories of employees, and records retention and disposal policies. Associated with the policy frameworks that guide and support good business information management software may be tools such as classification schemes and metadata models. Business process analysis includes identifying and potentially reallocating – staff roles and responsibilities, and should ideally occur before any IT deployment. Project management any IT deployment requires careful planning and – monitoring through a number of different stages. Project management techniques are powerful tools that provide guidance and structure regarding the timing and cost of the project. Change management deploying digital technologies within an organisation – changes not only the way in which business processes are carried out, but also the roles and responsibilities of users of the system. Users need to be well prepared for these changes. When software implementation fails, it is usually due to poor change management, rather than any failings in the technology. Risk management business records contain critical business information. – Therefore, the decision to change to automated records management should be informed by analysing the risks associated with both the recommended approach and other approaches that were considered (for example different software options, different strategies) as part of the business case. Ongoing risk assessment following implementation should be incorporated into an organisation’s overall risk management framework. Sustainability the business case for automated records management should – outline how the system will be operated and maintained over time. Capability development and training when organisations deploy new – software, they need to train the staff who will use the software. Often these staff will be unfamiliar with the new technology. Organisations must also develop the technical capabilities of the staff who will support and maintain the new digital system. Quality management when organisations deploy digital systems, they need – to be able to evaluate software performance according to various criteria. They also need to be able to evaluate the impact of software deployment on business processes. Configuration management it is necessary to make sure that the software – not only has the necessary capabilities, but also that these are configured
Importantly, deploying or setting up a software application is only a small part of the process of implementing a successful digital strategy. Other components include: Policy frameworks – as well as deploying software with records functionality, it is necessary to review existing information management and security policies and laws to identify areas where policies may need to be revised. Policies that should be reviewed or developed include those relating to records responsibilities for different categories of employees, and records retention and disposal policies. Associated with the policy frameworks that guide and support good business information management software may be tools such as classification schemes and metadata models. Business process analysis – includes identifying and potentially reallocating staff roles and responsibilities, and should ideally occur before any IT deployment. Project management – any IT deployment requires careful planning and monitoring through a number of different stages. Project management techniques are powerful tools that provide guidance and structure regarding the timing and cost of the project. Change management – deploying digital technologies within an organisation changes not only the way in which business processes are carried out, but also the roles and responsibilities of users of the system. Users need to be well prepared for these changes. When software implementation fails, it is usually due to poor change management, rather than any failings in the technology. Risk management – business records contain critical business information. Therefore, the decision to change to automated records management should be informed by analysing the risks associated with both the recommended approach and other approaches that were considered (for example different software options, different strategies) as part of the business case. Ongoing risk assessment following implementation should be incorporated into an organisation’s overall risk management framework. Sustainability – the business case for automated records management should outline how the system will be operated and maintained over time. Capability development and training – when organisations deploy new software, they need to train the staff who will use the software. Often these staff will be unfamiliar with the new technology. Organisations must also develop the technical capabilities of the staff who will support and maintain the new digital system. Quality management – when organisations deploy digital systems, they need to be able to evaluate software performance according to various criteria. They also need to be able to evaluate the impact of software deployment on business processes. Configuration management – it is necessary to make sure that the software not only has the necessary capabilities, but also that these are configured