ECM-Erfolg messbar machen Wir zeigen Ihnen, wie es geht!

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ECM-Erfolg messbar machen–

Wir zeigen Ihnen, wie es geht!

Prof. Dr. Jan vom Brocke; Stefan Hanusch

Stefan Hanusch

Business Development Manager

Comarch AG

Prof. Dr. Jan vom Brocke Inhaber des Hilti Lehrstuhls für Business Process Management

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E C M - E r f o l g m e s s b a r m a c h e n – W i r z e i g e n I h n e n , w i e e s g e h t !

Wer sind wir?

Internationaler IT-Systemintegrator

Entwicklung EIGENER Softwareprodukte

Mehr als 4.000 Mitarbeiter in 20 Ländern vertreten

Seit 1973 auf dem deutschen Markt präsent (ERP)

Hauptsitz der Comarch AG und ECM Kompetenzzentrum in Dresden

Konstantes Unternehmenswachstum seit Unternehmensgründung (2013: EUR 222,9 Mio.)

Bereits über 85.000 Kunden weltweit

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Wer sind wir?

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E C M - E r f o l g m e s s b a r m a c h e n – W i r z e i g e n I h n e n , w i e e s g e h t !

Was machen wir?

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Enterprise Content

Management

Enterprise Resource

Planning

Electronic Data

Interchange

Sales Force

Automation

Financials

Telekommunikation

CRM & Marketing

E-Health

Business Intelligence

Was machen wir?

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Dokumenten- und Prozessmanagement

E C M - E r f o l g m e s s b a r m a c h e n – W i r z e i g e n I h n e n , w i e e s g e h t !

Comarch ERP Comarch ECM Comarch EDI Weitere Services

CRM & Marketing Financials Sales Force Automation Field Service Management Lieferantenportal EDI aaS 24/7 Datenmonitoring ERP-/ Datenformat-unabhängigkeit Vertrags-management Kreditoren-buchhaltung Terminallösungen Personal Flexible Geschäftsprozesse Plattform-unabhängigkeit International Offene Systemarchitektur

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Dokumenten- und Prozessmanagement

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Bringing BPM

to the Board Level

ECM-Erfolg messbar machen –

Wir zeigen Ihnen, wie es geht!

Prof. Dr.

Jan vom Brocke

jan.vom.brocke@uni.li Hilti Chair of Business Process Management

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Competence Center

Enterprise Content Management

Founded

in 2008, first academic competence center on ECM in Europe

Over 100

studies

published over the past years

Project partners

(selected)

• Four countries and multiple sectors. Visit the website:

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Competence Center

Enterprise Content Management

300 pages

15 chapters

Foundations

Methods

Cases

• ECM experts from 7countries. Visit the website:

www.uni.li/ecm

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ECM Success

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What is ECM?

“… the strategies, methods and tools used to capture, manage, store,

preserve, and deliver content and documents related to organizational

processes.

ECM tools and strategies allow the management of an organization's

unstructured information, wherever that information exists.”

2001

Feb 2005

Aug 2005

Nov 2006

Nov 2008

2003

Source: http://de.wikipedia.org/wiki/Diskussion:Enterprise-Content-Management; AIIM’s current ECM definition: http://www.aiim.org/What-is-ECM-Enterprise-Content-Management

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What is ECM?

Adapted from: Tyrväinen, P.; Päivärinta, T.; Salminen, A.; Iivari, J. (2006): Characterizing the evolving research on enterprise content management. European Journal of Information Systems , 15(6), p. 628.

ECM Research Content Users Information Systems Technology Hardware Software Standards Processes Development Deployment Enterprise

ECM

ECM Framework

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What is ECM?

ECM Framework

Enterprise

The concept of ECM goes beyond applications at the group level (e.g.,

departments, functions) in that it integrates

and aligns a multitude of information

management efforts at the firm level.

Content

ECM covers single components of content (e.g., texts, images) and complete

information products (e.g., documents). Content, which predominantly

exists in an

unstructured―or at least semi-structured―form, can be informational

as a carrier

of knowledge (e.g., textual content) as well as non-informational

(e.g., multimedia

content).

J. vom Brocke & A. Simons (Eds.). (2014). Enterprise Content Management in Information Systems Research, Foundations, Methods and Cases. Heidelberg et al.: Springer.

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What is ECM?

ECM Framework

Processes

ECM covers the entirety of phases within the content lifecycle, including creating

and capturing

content (e.g., content reuse, scanning and imaging), storing

and

retrieving

content (e.g., corporate taxonomies, data security), editing

and

delivering

content (e.g., version management, content translation and reviews),

and retaining

and deleting

content (e.g., compliance and preservation of content).

Technologies

ECM systems vary significantly in terms of their size and scope, reaching from

monolithic systems that cover all types of information spread across an organization

to specialized systems that focus on specific types of information, industries, or

business areas; often, they integrate several related technologies

(e.g., document

management, content management, and records management).

J. vom Brocke & A. Simons (Eds.). (2014). Enterprise Content Management in Information Systems Research, Foundations, Methods and Cases. Heidelberg et al.: Springer.

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Technologies

Source: Grahlmann K., Hilhorst, C., van Amerongen, S., Helms, R., & Brinkkemper, S. (2010). Impacts of implementing enterprise content management systems. In Proceedings of the 18th European

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ECM Success

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2

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Avoiding the recreation of existing content

Improving the quality of information

Reusing content from existing documents

Developing a corporate taxonomy

Controlling different versions of content

Ensuring external and internal compliance

Aligning paper and electronic archives

(…)

Source: vom Brocke, J.; Simons, A.; Herbst, A.; Derungs, R.; Novotny, S. (2011). The business drivers behind ECM initiatives: A process perspective. Business Process Management Journal, 17(6).

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organizational memory

recording the practice, history, and transactions of

the enterprise”

meaningful knowledge work

, involving easier and less tedious human

routines for content management”

“improved

internal and external collaboration

, involving knowledge creation

and sharing”

reliability and quality

of information content resulting in less errors in

products and services”

Source: Päivärinta, T.; Munkvold, B.E. (2005): Enterprise Content Management: An Integrated Perspective on Information Management. Proceedings of the Hawaii International Conference on System Sciences (HICCS), 2005, Big Island, HI, p. 2.

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value-added or new customer services and products

involving digital

content”

modern and professional image

of the enterprise in the eyes of its

stakeholders”

“direct

cost savings

in information processing operations and facilities”

“satisfying

external regulations and standards

, directly or indirectly governing

the enterprise’s information management”

Source: Päivärinta, T.; Munkvold, B.E. (2005): Enterprise Content Management: An Integrated Perspective on Information Management. Proceedings of the Hawaii International Conference on System Sciences (HICCS), 2005, Big Island, HI, p. 2.

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ECM Success

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2

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ECM Success Study

Data collection via web page

Web page with survey information and link to survey

Invitation to participate was distributed via special

interest groups in social media platforms (Facebook,

LinkedIn and XING)

60 valid data sets

Data collection through organizational studies

Three companies

Each company invited between 30 and 600 users

124 valid data sets after data cleaning

vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link:

http://www.bptrends.com/bpt/wp-content/uploads/06-03-2014-COL-ClassNotes-How-to-Measure-ECM-Success-vom-Broke-et-al-final-1.pdf

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ECM Success Model

vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link:

http://www.bptrends.com/bpt/wp-content/uploads/06-03-2014-COL-ClassNotes-How-to-Measure-ECM-Success-vom-Broke-et-al-final-1.pdf

Efficiency

Collaboration

Compliance

Individual

Impact

System

Quality

Service

Quality

Information

Quality

Process

Quality

Success Dimensions Success Factors

User

Satisfaction

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Measurement

9 factors of interest: Success factors and dimensions

own

average

vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link:

http://www.bptrends.com/bpt/wp-content/uploads/06-03-2014-COL-ClassNotes-How-to-Measure-ECM-Success-vom-Broke-et-al-final-1.pdf

System Quality

Service Quality

Information

Quality

Process

Quality

User

Satisfaction

Efficiency

Collaboration

Compliance

Individual

Impact

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Measurement

Benchmarking: Comparing organizations or groups

vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link:

http://www.bptrends.com/bpt/wp-content/uploads/06-03-2014-COL-ClassNotes-How-to-Measure-ECM-Success-vom-Broke-et-al-final-1.pdf

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Corporate

R&D

Sales

Finance

Region 1

Region 2

Region 3

Measurement

vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link:

http://www.bptrends.com/bpt/wp-content/uploads/06-03-2014-COL-ClassNotes-How-to-Measure-ECM-Success-vom-Broke-et-al-final-1.pdf

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Measurement

Drill down to actionable results (extract)

Good range results: Communicate and strenghten Medium range results: Observe and develop

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Use the Tool

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Use the Tool

vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link:

http://www.bptrends.com/bpt/wp-content/uploads/06-03-2014-COL-ClassNotes-How-to-Measure-ECM-Success-vom-Broke-et-al-final-1.pdf

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own

average

vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link:

http://www.bptrends.com/bpt/wp-content/uploads/06-03-2014-COL-ClassNotes-How-to-Measure-ECM-Success-vom-Broke-et-al-final-1.pdf

Use the Tool

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vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link:

http://www.bptrends.com/bpt/wp-content/uploads/06-03-2014-COL-ClassNotes-How-to-Measure-ECM-Success-vom-Broke-et-al-final-1.pdf

Use the Tool

Detailed measurement: please contact us.

Corporate R&D Sales Finance Region 1 Region 2 Region 3

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E C M - E r f o l g m e s s b a r m a c h e n – W i r z e i g e n I h n e n , w i e e s g e h t !

Vielen Dank für Ihre Aufmerksamkeit!

Stefan Hanusch

Business Development Manager Comarch AG

stefan.hanusch@comarch.de

Prof. Dr. Jan vom Brocke

Hilti Chair of Business Process Management

University of Liechtenstein

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