Why Manage Your Records Project? Maura L. Dunn, CRM, PMP Director, Duff & Phelps, LLC ARMA Liberty Bell April 16, 2009
What makes a project a project? RM Activities Implement an ERM Roll out a policy Develop a retention schedule RM Projects Clearly defined objectives Beginning, middle, end Managed – not just allowed to happen
Combine RM and PM disciplines to ensure success Align records to organizational goals Actively manage organization’s records Records Management Clearly define goals Outline charter and scope Develop and execute project plan and budget Project Management
Project Management Steps
Case Study: Conduct an RM Program Assessment Large organization – more than 50,000 staff, geographically dispersed 12 distinct organizational units at the highest level – multiple retention schedules, records policies, taxonomies Desire to move to an enterprise records management system Official records largely stored in paper but extensive creation of uncontrolled electronic records
Initiate Draft Project Charter identifying the Project Manager, Project Champion, and Stakeholders Identify the purpose, objectives, and deliverables of the project Identify equipment and resources Plan for the project definition meeting with key stakeholders
Plan
Resource Project Manager Workstream 1 Lead AnalystsTech Writers Workstream 2 Lead Change Management Specialists Match your team structure to your project plan
Execute Kickoff meeting Introduce team Outline goals, high level project plan Discuss communication, reporting mechanisms Execute project plan Mark completion of milestones – clearly define entrance/exit criteria Track progress to identify any issues early
Monitor Status Reports Earned Value Management (EVM) Risk Management Identify potential risks Quantify impact and probability of risk occurring Develop mitigation and contingency plans
Close Complete final milestone(s) Discuss lessons learned Compile project documentation
Contact Maura L. Dunn, CRM, PMP Director, Legal Management Consulting Duff & Phelps, LLC