Managing the information in your business is important to its health, viability, and success. According to AIIM research, 67% of respondents consider mobile technologies to be important or extremely important to improving their business processes, yet 76% have no mobile access to their DM/ECM system. Understand these 6 key considerations: Best Practices for Document Management Capture and upload from mobile endpoints Content Classification Search and Findability Managing Unstructured Data Governance & Compliance

1. Presented March 6, 2013
6 Key Considerations to Going Mobile
Listen to the Replay: Click here
now.
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2. About AIIM
AIIM is the Global Community of
Information Professionals
We provide the education, research,
and certification that
information professionals need
to manage and share
information assets in an era of
mobile, social, cloud, and big data.
Learn more about AIIM at
www.aiim.org
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3. About AIIM
www.aiim.org/research Visit AIIM’s video library at
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With more than 100
Research/Industry watch snapshots on all things
Information Management
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4. Join your peers at a complimentary seminar.
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5. Secure Your Success
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Demonstrate your ability to address
and manage today’s information challenges
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6. Follow AIIM on
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7. Thank You to the Underwriters of
this Event
Averail – www.averail.com
Averail provides secure mobile content solutions for the enterprise. Averail
Access gives mobile employees an intuitive app to access, manage and share
business documents without sacrificing enterprise security and control.
Autonomy –
protect.autonomy.com/protect/solutions/content-management/index.page
Autonomy Enterprise content management manages the complete content and process
lifecycle to improve productivity, information governance and business processes on a
single platform.
IBM – www.ibm.com/software/ecm
We help companies unlock the value of content for better insight and outcomes by putting
content in motion: capturing, activating, socializing, analyzing and governing it.
Iron Mountain – www.ironmountain.com
Provides information storage and management services that help lower the costs, risks
and inefficiencies of managing physical and digital data. Uniquely bridge the gap of
managing physical and electronic information.
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8. AIIM Presents:
6 Key Considerations to Going Mobile
Host: Theresa Resek – Director, AIIM Webinars
Rich Medina – Co-Founder & Principal Consultant, Doculabs
Marc Olesen – President & CEO, Averail
In association with: Presented by:

9. Introducing our Featured Speaker
Rich Medina
Co-Founder & Principal Consultant
Doculabs
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10. About Doculabs
Doculabs consultants are experts in enterprise social collaboration and
content management. We deliver highly actionable and comprehensive
strategic plans and road maps that help our clients achieve their business
goals, create competitive advantage, and reduce risk.
Our services help organizations govern information for the benefit of internal
and external constituents through enhanced customer communications,
e-discovery, and collaboration processes.
Quick Facts
• Founded in 1993
• Headquartered in Chicago
• Privately held
• Delivered more than 1,000 engagements
to more than 500 customers
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11. So Evidently Mobility is a Thing
 Rehearsal of Mobility trends
 General Trends
 Technologies
 Resulting Issues
 Uncontrolled diversity, failed enterprise synching, system of engagement
problems
 So how do we win with mobile ECM – get the benefits while
controlling risks and costs?
 Use what we’ve all learned from ECM
 Discern what’s similar from Understanding the Deployment Roadmap
The Acme Mobile Collaboration Program Each Project Category contains Each Major Project contains The Tasks are then mapped to a
what’s different, what’s simple consists of five Project Categories. multiple Major Projects that will move multiple Tasks. timeline.
Each is assigned a category number from Acme toward the program objectives.
1.0 through 5.0.
from what’s complex 1.0 Foundation Project Start and Coordination
1.1 Major Project 1
1.1.1 Major Project 1, Task 1
1.1.2 Major Project 1, Task 2
 Use solid methodologies from 2.0 Install Project Start and Coordination
1.2 Major Project 2
1.1.3 Major Project 1, Task 3
Project Start and Coordination
1.3 Major Project 3 1.1.4 Major Project 1, Task 4
general IT and specific ECM 3.0 Design
Project Start and Coordination
1.4 Major Project 4
1.1.5 Major Project 1, Task 5
4.0 Test
5.0 Deployment
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12. The 6 Key Considerations
1. How should we address our current state of Mobile
DM chaos?
2. How should we start adding mobility to DM?
3. How should we identify and rank DM opportunities to
implement?
4. How should we address Mobile DM inefficiency?
5. How should we address Mobile DM risk?
6. How should we address individual Mobile DM
projects within an ECM program?
In association with: Presented by:

13. The 6 Key Considerations
1. How Should We Address Our Current State of Mobile DM Chaos?
 First, do a – focused, quick -- Current State Assessment for mobile
and ECM
 Address ECM categories: people, process, technology, content
 But also assess and document the important mobile categories: division of
labor between IT and users, capabilities used, configurations, devices
3. Measuring the Current State
CONSIDER Although Acme is a highly regulated organization that communicates carefully, employees are significantly increasing their use of
HOW INFORMATION IS SHARED THIS
email and instant messaging as preferred primary channels of communication in lieu of physical meetings and the telephone.
How Do Acme Employees Collaborate?
Is Acme a Social Enterprise?
Email is the primary form of business communication at Acme. Workers communicate and collaborate in many ways: in person during
Currently, most work at Acme is completed in a well-connected local office. Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx face-to-face meetings, on conference calls, via email, and other channels. In many organizations, instant messaging is quickly becoming
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx the preferred replacement for more traditional channels of collaboration. This is also true at Acme, where 50 percent of employees text.
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx USING IM AND IN-PERSON EMAI
TEXT L
Because of this, Doculabs recommends………..
· Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx 50% MEETING
16% 72%
· Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
· Xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
· xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx
CONFEREN
CE CALL 9%
NOT PHON
TEXTING
50% E
9%
What Kinds of Information Are Being Shared? How are Documents Shared? How do Employees Develop Content?
Acme employees share almost every kind of content. Attaching or enclosing information in an e-mail message is the Acme employees use email as the primary way to share Many users collaborate with 10 or more people, across multiple groups, to
most common method of sharing information at Acme – whether internal or external (with customers, partners). files. At Acme, workers follow many typical patterns create customer-facing content. At Acme, workers in many groups create
Almost everyone attaches large files, which consume storage space and server resources – and present future associated with sharing documents. Within workgroups, content that has customer-facing components. In most instances, content is
records management and potential e-discovery challenges. Additionally, many kinds of brief, ad hoc messages are workers create content individually and share it by sending it developed among project teams consisting of more than ten people, with
exchanged. Such messages may be relevant to multiple groups and could be published through social applications. as an email attachment or by placing it on a shared drive. input from individuals from groups such as Legal and Compliance. This scenario
This approach limits the interactivity as content is created presents an increased risk of issues with version control, redundant storage,
and results in future email management challenges (as well and potential duplicative effort.
DOCUMENTS NOTICE as potential e-discovery challenges).
75% SCANS POLICIE S
NEW
65% S 65% S 72% EMAIL
60% PHOTO LINKS OTHER
S REPORT 56% 44
38% S
6%
% 63% DO UMENTS
C
34%
VIDEO AUDI NOTES DB
S O 3% 45% PR S N A IO S
EETT N
12% 11%
SHARED 30% PA R
PE
DRIVE EMAIL
17% 74%
Permanent, Storage-Consuming Content Single-Use Messaging Content
In association with: Presented by:

14. The 6 Key Considerations
1. How Should We Address Our Current State of Mobile DM Chaos?
 You will see uncontrolled diversity, failed enterprise synching,
system of engagement problems
 For basic mobile DM health these need to be managed at the
enterprise level
 This is a necessary condition for the success of any future mobile DM
projects
 The Current State information will be used as you develop your Future
State and Roadmap
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15. The 6 Key Considerations
2. How Should We Start Adding Mobility to DM?
 Start with the following typical DM usage patterns that can be
extended with Mobility:
1. Basic DM and Access
2. Standard DM and Access
3. Collaborative DM and Access
4. Process DM and Access
5. Specialized DM and Access
 All of them can be usefully extended by adding devices (smartphones,
tablets, etc.) and by providing cloud-based participation capabilities
 Next, define which specific ECM/DM and Mobile capabilities belong to
each DM usage pattern
 Now you can match the Mobile DM usage patterns (and their sets of
capabilities) to actual products and components in your ECM portfolio
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16. The 6 Key Considerations
DM Usage Patterns to Extend with Mobility
ECM Usage Pattern ECM Capabilities
Basic Document Management and Document Access · Some library services
· Provides minimum capabilities to allow users to create, edit · Simple search; search is limited to DM repositories
(with minimal version control and check-in/out), classify, · Web-based user interface
store, and retrieve documents, using common tools such as · Integration with desktop tools (e.g. Microsoft Office)
Microsoft Office (including email) or a web browser. · Allows configurations with read-only DM
· Also includes Basic Document Access, which provides no · Leverages common security model for user authentication and access control; security protects search content based on user access rights
guarantees or restrictions on content, authorization,
· Records management capabilities not provided, other than retention and disposition capabilities provided by the core system; this retention management
security, authenticity, or accuracy, apart from the most
(as opposed to records management) is provided without the use of specialized records management components or classification according to the
general guarantees or restrictions in place at the
organization’s retention schedule
organization.
· Provides general retention and disposition, but no further
records management functionality.
Standard Document Management and Document Access Includes all Basic DM and Document Access capabilities, plus:
· Provides sufficient capabilities for most cases where users · Web-based user interface for repository access and interaction
need DM, but do not require collaboration, other workflow, · Library services are wide in scope, including document profiling/indexing, check-in/check-out, revision history, document security, audit trail, etc.
or more advanced capabilities. · Structured repository; ability to configure the repository in a manner that matches business requirements
· Also includes Standard Document Access, which adds to · Metadata management capabilities (to facilitate document cross-references, search, etc.)
Basic Document Access by providing ensured authenticity · Ability to set up multiple repositories
and other related capabilities. · Integration with desktop tools (e.g. Microsoft Office)
· Provides records management beyond simple retention and · Person-to-person asynchronous collaboration capabilities for activities such as document authoring; generally used to replace simple email-based
disposition. collaboration
· Provides better search capabilities than Basic Document · Not only leverages common security model for user authentication and access control (e.g. Basic DM and Access), but also provides guarantees and
Management. restrictions on content, authorization, security, authenticity, or accuracy, beyond the general guarantees and restrictions in place at the organization
· “Enterprise” search, although search is typically limited to all same-DM product repositories in the organization, with some capabilities to search databases
and other repositories from the same vendor
· Records management; behind-the-scenes capture of all content as a business record (if not explicitly defined otherwise)
· Structured repository; ability to configure the repository in a manner that matches business requirements
· Metadata management capabilities (to facilitate document cross-references, search, etc.)
· Ability to set up multiple repositories
· Integration with desktop tools (e.g. Microsoft Office)
Collaborative Document Management Includes all Standard DM and Document Access capabilities, plus:
· Provides team- or activity-based, document-centric · Workflow is document-centric; includes good author-review-approve content routing, with alerts to help participants quickly find and work on changes
collaboration capabilities, focused on providing a common · May include electronic forms
virtual environment to share information and interact on a · Project workspace for team or workgroup collaboration; project templates and object reuse
particular task, project, or activity. This type of collaboration · Document review and markup features
is focused on the creation, updating, and finalization of · Real-time document sharing and whiteboarding
content (typically a single document or piece of content,
such as a proposal or project plan). The finalization of the · Discussion threads
content may be the ultimate purpose of the collaboration, or · Online chat / instant messaging
it may be one step in a larger project. · May include some advanced version management capabilities, but these are typically relatively simple or require third-party components; examples include
red-line management and version merging/branching
· Records management of project resources (objects) and entire projects
Specialized Document Management Includes either Standard DM and Document Access capabilities or Collaborative Document Management, plus:
· Provides more specialized DM capabilities than Standard or · May include integration with cloud-based DAM for rich media management
Collaborative DM; including DAM, technical document and · May include technical document and data management repository services
data management, document capture, paper records · May include capture services, (e.g. capture software for multi-functional printers)
management, and more granular security. · May include paper records management)
· May include information rights management (IRM) capabilities, including encryption, digital signatures, etc.
In association with: Presented by:

17. The 6 Key Considerations
3. How Should We Identify and Rank DM Opportunities to Implement?
 First, look at your business processes and pick out some good
opportunities
 The “easier candidates” will be processes that today fall into those
five DM usage patterns
 Of course they will be sloppy partial fits or they will involve more than one
pattern
 They may have no mobile component, or an ad hoc or organic mobile
involvement
 They may also be processes with heavy (possibly problematic) use
of mobile – which you identified in the first sweep of your CSA
In association with: Presented by:

18. The 6 Key Considerations
3. How Should We Identify and Rank DM Opportunities to Implement?
 Apply the “Rollout Principle” to order your roadmap; it’s a simple best
practice for ECM/DM roadmap design:
 Roll out the simpler, lower risk, more independent, more foundational
components before more complex, higher risk, dependent components
 Definitely do some kind of business case on your candidate
opportunities to determine whether they are worth making mobile
 Mobile DM for AP
is sometimes a killer
enhancement --
or worthless
 Also note that
adding mobility
may change your
case significantly
In association with: Presented by:

19. Group #1: Lightly Mobile Mature ECM Applications
Application examples that are straightforward for ECM and are
good candidates for enhancing with mobility
Area • Standard DM and Process DM
• “Lightly” mobile
Applications involving processes for billing, invoicing, purchase
Accounting orders, statements, reports, correspondence, expense
reporting, and procurement and contracting
Human Applications involving processes for recruiting, new hires,
Resources termination processing, employee self-service (HR intranets)
Customer Online access to documents by CSRs for issue resolution,
Service online customer self-service, customer correspondence
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20. Group #1: Lightly Mobile Mature ECM Applications
Application examples that are straightforward for ECM and are
good candidates for enhancing with mobility
Area • Standard DM and Process DM
• “Lightly” mobile
• All: mailroom capture, sales, enrollment
Inbound • Financial Services: loan origination
Document
• Insurance: underwriting, claims
Processing
• Government: applications and forms
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21. Group #2: Moderately Mobile Enterprise Social
Collaboration Applications
Application examples that are good for ESC, good for ECM,
and are good candidates for enhancing with mobility
Area • Collaborative DM
• “Moderately” mobile
• Proposal Development
• Expertise Identification
Sales
• Marketing
• Community Building
• Public Relations
Management • Corporate and Employee Communications
• Human Resources
• Customer Support
Operations • Project Management
• Product Development
Best Use Cases Include:
• Work patterns that have a fixed start and finish date
• Activities where groups of people collaborate on a single set of documents
• Brainstorming tasks and creative activities
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22. Group #3: Highly Mobile Vertical LOB Applications
Application examples that are complex but high-impact
LOB candidates for enhancing with mobility
Area • Specialized DM
• “Highly” mobile
Agents and brokers use tablet devices containing a dynamically
updated forms library. Examples include enabling potential
Insurance (Sales) clients to complete paperless applications, sign policy contracts,
etc. Forms may be stored on device or data can be collected in
real-time.
Field adjusters use tablet devices for location damage
assessments and for completing claims forms. Onboard camera
Insurance (Claims) used to capture images of damage.
Employees use tablet devices containing a dynamically updated
Banking (Branch forms library. Examples include enabling accountholders to
Ops) complete paperless applications, sign documents, etc. Forms
may be stored on device, or data can be collected in real time.
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23. Group #3: Highly Mobile Vertical LOB Applications
Application examples that are complex but high-impact
LOB candidates for enhancing with mobility
Area • Specialized DM
• “Highly” mobile
Used by physicians and nurses for point-of-care information
Healthcare Provider gathering, accessing the patient record, remote patient
diagnostics, and updating charts.
Used by providers to complete claims information at point of
care using the patient record, remote patient diagnostics, and
Health Payer up-to-date charts. Can be submitted real time or in a later batch
process.
Engineering, Used by service persons in the field for specialized applications
Utilities, such as meter reading, pipeline inspections, waypoint
Transportation verification, or delivery confirmation.
In association with: Presented by:

24. The 6 Key Considerations
4. How Should We Address Mobile DM Inefficiency?
 Today, mobile DM applications with any complexity are failing for
predictable reasons
 The obvious first reason is that the mobile DM technology isn’t ready yet
to do what organizations often want it to do
 The second reason is more interesting – it’s a participation versus
quality issue
 Organizations want full participation and good quality but push both too fast, thus failing
at both
 The solution is to 1) combine mobile and centralized technologies and staff to jointly
address the robust requirements, and 2) shoot first for participation, then ratchet up the
quality
 This doesn't mean that you reject quality at first, but rather that you plan to depend
heavily at first on the centralized technology and staff for the heavy lifting, and then
incrementally move more quality requirements on to the remote mobile users and
devices over time
In association with: Presented by:

25. The 6 Key Considerations
5. How Should We Address Mobile DM Risk?
 Divide mobile DM risk into regulatory/litigation and security risk
 Mobile DM using internal DM technology primarily poses
regulatory/litigation risk
 Mobile DM using external technologies and users poses both -- and is a
huge concern
 There is good news
 There are best practices to help chip away at both. Many of them come from addressing
the swamp of shared drives, email, and hard drives. Use them to address that swamp
and then apply them to mobile DM.
 Successfully improving high value applications also controls risk. If you succeed at
improving your processes with mobile DM so that they achieve the upside – you will also
be controlling much of the downside.
In association with: Presented by:

26. The 6 Key Considerations
6. How Should We Address Individual Mobile DM projects within
an ECM program?
 Plan and manage your Mobile DM initiatives within an ECM Program
Framework
ECM Program Categories
Overall Program Governance and Process Design and
Strategy Operations Implementation
Technology Architecture Communications
Information Architecture and Standards and Training
 Now: a few words about Consideration #7…..
In association with: Presented by:

27. Summary
1. How should we address our current state of Mobile DM chaos?
 Do a – focused, quick – CSA for mobile and ECM. Managing mobility to control
risks and costs is a necessary condition for the success of any of your future
mobile DM projects.
2. How should we start adding mobility to DM?
 Standardize and “firm up” your ECM strategy so it’ll be a solid foundation
for adding mobile. If it’s not solid, then address that first. Bucket your
spectrum of ECM applications into a few DM usage patterns, mapped to
sets of capabilities and then to products.
3. How should we identify and rank DM opportunities to implement?
 Look at your business processes and pick out good opportunities by doing the
following. Fit the processes into your DM usage patterns, follow the rollout
principle, and do a business case. Bucket your opportunities into Lightly,
Moderately, and Highly Mobile, and consider the Lightly Mobile opportunities
first.
In association with: Presented by:

28. Summary
4. How should we address Mobile DM inefficiency?
 Plan and deploy with a very realistic understanding of the limitations of mobile DM
technology. Plan and manage your optimization of participation versus quality by
focusing on user participation first and then ratcheting up expectations of quality.
Start with a hybrid approach that uses centralized resources to fill the initial huge
gaps in quality.
5. How should we address Mobile DM risk?
 Divide mobile DM risk into regulatory/litigation and security risk. Mobile DM using
internal DM technology primarily poses regulatory/litigation risk. Mobile DM using
external technologies and users poses both -- and is a huge concern. The good
news is that there are best practices to chip away at both and successfully
improving high value applications also controls much risk.
6. How should we address individual Mobile DM projects within an ECM
program?
 Plan, roll out, and manage any mobile DM solution with an ECM Program
Framework Approach. Scale down the Program Framework for a single focused
project and scale it up if you are managing a complex Roadmap.
In association with: Presented by:

29. Thank You
Richard Medina, Principal Consultant, Doculabs
rmedina@doculabs.com
312-953-9983
www.doculabs.com
In association with: Presented by:

30. Introducing our Sponsor Speaker
Marc Olesen
President & CEO
Averail
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31. Unleashing Mobile Productivity
March 6, 2013
Marc Olesen
President and CEO
© 2013 Averail Corporation - Confidential & Proprietary

32. Unleash Mobile Productivity
• Who is Averail?
– Helping companies mobilize
business content
• What is Averail Access?
– Innovative mobile content
solution
– Workers easily access and
share files on mobile
devices
– IT controls and audits
access to content

33. Case Study: Global Manufacturer
Background Objective Requirements
• Global manufacturer • Increase productivity • Publish materials for
of tracking and of Field Sales Field
recovery systems • Available online and
• Reduce number of offline
• Operating in 28 states customer support
• Automatic updates
and 30 countries cases
for new versions,
delete old
• Sales teams using • Increase customer
outdated materials satisfaction • AD groups to apply
policies
• End-to-end security
from repository to
mobile device

34. Global Manufacturer- Implementation
Selected SharePoint as ECM tool
Classified assets for sales productivity
Selected mobile solution to support centralized
administration with simplified user experience
• Specify which content is pushed to the device
• Specify who has access to sales productivity materials
• Enable search across multiple content sites
• Support governance/compliance with detailed audit logs
© 2013 Averail Corporation - Confidential & Proprietary

35. Case Study: Results
Improved
Shorter
customer service:
sales cycles:
Right content at
Pricing approvals
fingertips to
done rapidly to
answer customers
close deals faster
quickly
Greater Increased
competitive cross-sell
advantage: opportunities:
Sales wins/losses Stay current on
easily shared latest solutions
across sales teams when convenient
© 2013 Averail Corporation - Confidential & Proprietary

36. Thank You
Want more information?
www.averail.com
36
© 2013 Averail Corporation - Confidential & Proprietary

37. Questions?
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38. AIIM Resources
Download free studies
www.aiim.org/research
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39. Survey
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Tell us how we did today,
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40. Upcoming Webinars
March 13th
Beyond the Firewall: Protecting and Securing Your Information
March 27th
Enhancing Customer Engagement In A Real Time World
Register Today at
www.aiim.org/webinars
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www.aiim.org/WebinarsOnDemand
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