ECM-Erfolg messbar machen Wir zeigen Ihnen, wie es geht!
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1 Stefan Hanusch Business Development Manager Comarch AG Prof. Dr. Jan vombrocke Inhaber des Hilti Lehrstuhls für Business Process Management Universität Liechtenstein ECM-Erfolg messbar machen Wir zeigen Ihnen, wie es geht! Prof. Dr. Jan vom Brocke; Stefan Hanusch
2 Wer sind wir? Internationaler IT-Systemintegrator Entwicklung EIGENER Softwareprodukte Bereits über Kunden weltweit Mehr als Mitarbeiter in 20 Ländern vertreten Seit 1973 auf dem deutschen Markt präsent (ERP) Konstantes Unternehmenswachstum seit Unternehmensgründung (2013: EUR 222,9 Mio.) Hauptsitz der Comarch AG und ECM Kompetenzzentrum in Dresden 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!
3 Wer sind wir? 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!
4 Was machen wir? 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!
5 Was machen wir? Enterprise Resource Planning Enterprise Content Management Electronic Data Interchange Financials SalesForce Automation CRM & Marketing Business Intelligence Telekommunikation E-Health 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!
6 Dokumenten- und Prozessmanagement Comarch ERP Comarch ECM Comarch EDI Weitere Services Kreditorenbuchhaltung Plattformunabhängigkeit EDI aas Financials Flexible Geschäftsprozesse International Vertragsmanagement Terminallösungen Lieferantenportal 24/7 Datenmonitoring CRM & Marketing Sales Force Automation Offene Systemarchitektur Personal ERP-/ Datenformatunabhängigkeit Field Service Management 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!
7 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!
8 ECM-Erfolg messbar machen Wir zeigen Ihnen, wie es geht! Bringing BPM to the Board Level Prof. Dr. Jan vom Brocke Hilti Chair of Business Process Management Jan vom Brocke 2015
9 Background
10 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:
11 Competence Center Enterprise Content Management The ECM Book 300 pages 15 chapters Cases Foundations Methods ECM experts from 7countries. Visit the website:
12 1 2 ECM Success 3
13 WhatisECM? ECM definition by AIIM 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 Feb 2005 Nov 2006 Nov 2008 Aug 2005 Source: AIIM s current ECM definition:
14 WhatisECM? ECM Framework Enterprise Processes Development Deployment Research ECM Content Users Information Systems Technology Hardware Software Standards 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.
15 WhatisECM? ECM Framework Enterprise The concept of ECM goes beyond applications at the group level (e.g., departments, functions) in that it integratesand 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 predominantlyexists in an unstructured or at least semi-structured form, can be informationalas a carrier of knowledge (e.g., textual content) as well as non-informational(e.g., multimedia content). J. vombrocke& A. Simons (Eds.). (2014). Enterprise Content Management in Information Systems Research, Foundations, Methods and Cases. Heidelberg et al.: Springer.
16 WhatisECM? ECM Framework Processes ECM covers the entirety of phases within the content lifecycle, including creating and capturingcontent (e.g., content reuse, scanning and imaging), storingand retrievingcontent (e.g., corporate taxonomies, data security), editingand deliveringcontent (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. vombrocke& A. Simons (Eds.). (2014). Enterprise Content Management in Information Systems Research, Foundations, Methods and Cases. Heidelberg et al.: Springer.
17 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 Conference on Information Systems. Pretoria, South Africa, p
18 1 2 ECM Success 3
19 Whydo ECM? 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).
20 Whydo ECM? 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 qualityof 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.
21 Whydo ECM? 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.
22 1 2 ECM Success 3
23 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 3 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: Success-vom-Broke-et-al-final-1.pdf
24 ECM Success Model Success Factors Success Dimensions System Quality Efficiency Service Quality Information Quality User Satisfaction Individual Impact Collaboration Compliance Process Quality vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link: Success-vom-Broke-et-al-final-1.pdf
25 The Tool
26 Measurement 9 factors of interest: Success factors and dimensions Information Quality Compliance System Quality Efficiency Service Quality Collaboration Process Quality Individual Impact User Satisfaction own average vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link: Broke-et-al-final-1.pdf
27 Measurement Benchmarking: Comparing organizations or groups Organization 1 Organization 2 vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link: Broke-et-al-final-1.pdf
28 Measurement Corporate R&D Sales Finance Region 1 Region 2 Region 3 vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link: Broke-et-al-final-1.pdf
29 Measurement Drill down to actionable results (extract) Good range results: Communicate and strenghten Medium range results: Observe and develop Problematic results: Need/Potential for improvement
30 Use the Tool
31 Use the Tool Sample questions (excerpt) vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link: Broke-et-al-final-1.pdf
32 Use the Tool Instant measurement results own average vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link: Broke-et-al-final-1.pdf
33 Use the Tool Detailed measurement: please contact us. Corporate R&D Sales Finance Region 1 Region 2 Region 3 vom Brocke, J., Herbst, A., Urbach, N. (2014). How to Measure ECM Success. BPTrends(10), 1-10, link: Broke-et-al-final-1.pdf
34 Vielen Dank für Ihre Aufmerksamkeit! Stefan Hanusch Business Development Manager Comarch AG Prof. Dr. Jan vombrocke Hilti Chair of Business Process Management University of Liechtenstein 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!
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