Manual for the Design and Implementation of Recordkeeping Systems (dirks)

Вид материала

Содержание

Information and documentation - Records management
Examples: Implementation measures required from the beginning
Introducing DIRKS

Подобный материал:

1 ... 47 48 49 50 51 52 53 54 ... 71

Footnotes

[1] Victoria L Lemieux, ‘Let the Ghosts Speak: An Empirical Exploration of the ‘Nature’ of the Record, Archivaria, Number 51, Spring 2001, p.106.

[2] Ibid., p.106-107.

[3] Philip C. Bantin, Indiana University Electronic Records Project, Phase II, 2000-2002 - Final Report to the National Historical Publications and Records Commission, Bloomington Indiana, 2002. Accessed via the Indiana University Web site in January 2003 at: ссылка скрыта

[4] Philip C Bantin, 'Developing a Strategy for Managing Electronic Records - The Findings of the Indiana University Electronic Records Project', The American Archivist, Volume 61 (Fall 1998), p.359-360.

[5] Ibid., p.360.

[6] Definition provided in AS ISO 15489, Clause 3.13.

[7] Definition provided in AS ISO 15489, Clause 3.7.

Step G - Implementation of a recordkeeping system

Implementing a recordkeeping system should be undertaken systematically using project planning methodologies appropriate to the situation and with a view to integrating the operation of the recordkeeping systems with business processes and related systems.

ISO 15489.1, ^ Information and documentation - Records management, Clause 8.4

Content and scope of Step G

Planning for implementation

Implementing strategies and systems

Managing ongoing implementation

Documenting Step G

Content and scope of Step G

Overview

Aim of Step G

Summary of Step G

Why should you do Step G?

How is Step G scalable?

Relationship to other steps

Overview

This section is an introduction to Step G: Implementation of a recordkeeping system. It:

outlines the aim of Step G
summarizes the major elements of Step G
explains why it is important to undertake Step G for DIRKS projects
indicates how Step G is scalable, and
shows how Step G relates to the other steps in the DIRKS methodology.

Aim of Step G

The aim of Step G is to manage the implementation of your recordkeeping system, using an appropriate mix of strategies, so that it integrates appropriately with business practices.

Summary of Step G

DIRKS should not be seen as a linear process, and this is most obvious when you examine Step G. There are many aspects of implementation should be a consideration from the very beginning of any DIRKS project.

^ Examples: Implementation measures required from the beginning

Change management initiatives, such as the involvement of staff and communication methods with staff and management, should be built into your project planning at the start and happen throughout the project.
Some people chosen for the project team should be good communicators and have the skills to sell the project.
Choosing a suitable champion for the project, and gaining the support of senior management should be at the beginning of the project but will be a crucial part of implementation.

As these need to be addressed throughout the project, they have been explained in ^ Introducing DIRKS and referred to in various steps within the manual.

You may have already examined implementation issues and chosen the appropriate mix of design, standards, implementation and policy strategies to best meet your particular situation and goals in Step E: Identification of strategies for recordkeeping. These are designed in Step F: Design of a recordkeeping system, but need to be practically implemented in Step G. This might involve:

planning for implementation
communicating roles, responsibilities and skills to staff by training and other means
introducing staff to new policies, procedures and tools, and
conducting your rollout of systems according to chosen methods.

Tip: There is no such thing as a perfect system

Do not try to implement the perfect system, as perfect systems do not exist. Just try to implement the system that will help your department/section to meet its business needs.

Why should you do Step G?

Any project, no matter how large or small should involve a planned and considered implementation to increase the chances of success. Even if you have only performed a few of the DIRKS steps, you have probably spent time and energy on your project. If you are integrating new or improved systems with office communications and business processes you may have very high accountability and financial stakes. In addition, all recordkeeping projects will invariably impact on organizational responsibilities, work practices and procedures, and there is considerable risk that staff will not embrace the changes.

Planning and managing the practical implications of implementation can minimize risks to your project. It give you a better chance of integrating your improved recordkeeping tools, systems or practices in your office in way that causes minimum disruption to your business activities. It will also:

contribute to organizational requirements for quality accreditation
encourage uptake by staff, and
help you to remain within your budget.

This will allow you to capitalize on your investment of resources.

Tip: Implementation is costly

You should never underestimate the importance of your implementation or the costs. In significant projects in large organizations implementation costs can account for over 50% of the total budget. Even in small projects, implementation time and costs can take up a large amount of available resources.

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