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

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Содержание

Develop a timetable for implementation
Use project management and change management methodologies
Implementing strategies and systems
Identification of strategies for recordkeeping
Communicate, communicate, communicate!
Tip: Only communicate the information people need
Roll out new or redesigned systems
Example: A combination of roll out methods

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Develop a timetable for implementation

Before embarking on Step G you need to draw on your existing project planning to develop a detailed timetable for implementation. This might include when and how often the training will be delivered and who will present it.

Tip: Training should be timely

When determining an implementation timetable, keep your users in mind. Try not to let there be a lag time between the time the system is rolled out and the time when users actually receive training.

Use project management and change management methodologies

As with any planning, ensure that you use project management methodologies and that change management is considered every step of the way. If you require further advice on project management or change management refer to the Introduction or consult the ссылка скрыта or ссылка скрыта available from the NSW (Australia) Office of Information Technology website.
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Implementing strategies and systems

Overview

Communicate, communicate, communicate!

Roll out new or redesigned systems

Train staff to use new or redesigned systems

Introduce new or revised processes, documentation and responsibilities

Highlight support, feedback and review mechanisms

Overview

The main emphasis of Step G is the physical implementation of the strategies chosen in Step E: ^ Identification of strategies for recordkeeping and designed in Step F: Design of a recordkeeping system according to the implementation plan. This involves implementing:

the roll out of the system
implementation, policy and some design strategies (standards strategies are technical and are implemented as part of Step F).

Naturally the elements to implement will be entirely dependent on the mix of strategies chosen in Step E and designed in Step F. This section contains some general advice on implementing the main types of strategies that are usually adopted when introducing recordkeeping systems.
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Communicate, communicate, communicate!

In implementation phases you need to inform staff about:

timeframes for the introduction of the new or revised system along with revisions to timeframes
methods of implementation and when they will be introduced eg. how the system will be rolled out
who will be trained in how to use the system and when this will happen
how they can give feedback on the system and the implementation process
how the system is likely to directly affect their work processes and practices.

Tip: Tailor communication methods to your audience

Different levels of staff and stakeholders may respond to different communication methods and content. Therefore you should carefully consider your audience when designing the method, content and the style of presenting information in Step F. Your experiences when implementing may reinforce your assumptions about the best methods of communicating with staff, or you may decide you need to revise your strategies.

^ Tip: Only communicate the information people need

Do not overburden staff with information about the project or system. Give them the information they need to know to carry out their work and provide them with sources of further information and advice in case they want to know more.

Roll out new or redesigned systems

Follow plans for roll out

In Step G you need to implement your plans for roll out, part of your implementation planning. The methods chosen should ensure that the risks are identified and counteracted effectively. Some possible methods of roll out are listed in the table below:

Method	Advantages/disadvantages
Direct changeover - where the new system is introduced at an agreed point in time without any gradual implementation.	The risks of failure or extended downtime are high but the operational costs are low due to the maintenance of only a single recordkeeping system.
Parallel operation - where the new and old systems run in tandem for an agreed time.	This represents a conservative but potentially expensive approach as dual systems must be maintained. Staff may continue to use the old system rather than adapting to the new.
Pilot operation - where the new system is implemented initially for only a discrete part of the department/section.	This approach is particularly useful when there are potentially high technological or organizational risks associated with the project. It gives the project team implementing time to learn lessons about change management and staff needs.
Phased changeover - where only certain modules of the new systems are implemented over time and the old system is phased out as functions are subsumed by the new system.	This approach may result in a lengthy implementation period but enables organizations to achieve some benefits from the new system more rapidly than they would using other strategies.

^ Example: A combination of roll out methods

The State Records Authority, NSW, Australia, used a combination of roll out methods when implementing their electronic records and document management system.

The records management system was introduced first. A pilot was conducted for the system and new file classification scheme, and changes were made before rolling the system out across the organization.

For the document management component, a small pilot group began using the system for several months and made suggestions for improvement to the design team. Later the pilot group was extended and new versions of the customized software were made available to these groups. Finally a decision was made that the document management pilot met all requirements and the implementation would go ahead, first in the city location, then in the regional location.

There are a myriad of other smaller decisions that need to be made when you are rolling out new systems which need to be carefully considered in planning and implementation.

It is important to liaise with IT staff to ensure that the roll out is fully and appropriately completed. Roll out processes should be tested before sign off, and should be fully documented.

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