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December 6, 2005

A Case Study in Automating a Records Management Program

AIIM Conference and Expo April 18, 2007


Agenda

      

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Introduction History and Background Benefits of Records Management Implementation Challenges Lessons Learned Solution Approach and Resolving challenges Q&A

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Introduction

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 Nishan DeSilva, Director Records Management, Fannie Mae •

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Manages the policy compliance, training and technology implementation teams and has been charged with establishing an enterprise records retention program to comply with legal and regulatory requirements at Fannie Mae. Overseeing the enterprise-wide implementation of an automated DOD 5015.2 certified Electronic Records Management (ERM) system that conforms to ISO 15489 records management principles. Prior to joining FannieMae, he spent over 4 years at National Association of Security Dealers (NASD) as a Project Director implementing document management, case management and record archive solutions to streamline business processes and reduce operational costs. Fannie Mae is a shareholder-owned company that works to make sure mortgage money is available for people in communities all across America. We do not lend money directly to home buyers. Instead, we work with lenders to make sure they don't run out of mortgage funds, so more people can achieve their goal of homeownership.

 Tim Shinkle, President, Perpetual Logic, LLC • • •

President of Perpetual Logic providing leading industry expertise in Electronic Records Management (ERM) consulting services and digital record preservation solutions Two years with Documentum, a division of EMC2, as their Records Management Industry Director and, as their Director of Global Government Solutions. Three years as the CTO for the industry leader in records management software, TrueArc Inc, where he coinvented AutoRecords and the first ever fully automated records management product for Email, TrueArc for MS Exchange.

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History and Background

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 Companies are looking to improve their records management program in order to more effectively meet new and changing regulatory and legal compliance needs, this has included: • •

Establishing records management program in order to more effectively meet business, regulatory and legal compliance directives and risks Choosing to implement a DOD 5015.2 certified Electronic Records Management (ERM) system across the enterprise in order to automate the records management program Hiring consultants who are industry experts specializing in automating a records management program across all the functional domains of policy, business and technology Following an ERM roll out methodology that incorporates the use of ISO 15489

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Benefits of Records Management

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 Provide security for company’s confidential and vital records  Legal & Regulatory Compliance •

Understand what records must be maintained to meet applicable Federal and State requirements • Accounting and tax records • General business correspondence • Corporate and legal documents • Labor / employment records • Employee health and safety records • Environmental records • Industry-specific retention regulations

 Reduce Litigation Exposure • • • •

Retain records that are legally required Locate them when required for litigation Suspend the destruction of records upon reasonable anticipation of litigation Destroy records in accordance with Records Retention Policies

 Reduce storage and administrative costs •

Dispose of records that are no longer needed on a regular basis to prevent an increase in costs

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Record Management Foundation

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A Sound Records Management Program includes:  Corporate Records Management Policy and Procedures  All Company Record Types identified and analyzed via an Inventory  A Records Retention Schedule in place for each Record Series  Procedures for managing records  Where justified by a business case, a Records Management software tool to enable easier locating of records and purging of records  Training and Communication Strategy  Compliance Plan

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Implementation Challenges

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 Staff will require training on records management obligations and tool  Technology should focus on records repository functionality - workflow automation, paper records strategy and system integrations should be in future releases.  Dedicated resources are required for implementation  A mind set change is required in the company  A strategy for migration/conversion of legacy records must be determined. This includes locating all records.  Competing priorities may impact rollout schedule.

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Lessons Learned

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 Start early to socialize the idea of the new culture – controlled and managed records  Identify a Records Liaison and Records Manager at the beginning of a Records Management initiative in the business unit  Develop a comprehensive training program - educating business users on the new policy is key • • •

General Records Management Concepts • Work with Business Unit examples for clarity Policy Training – RM Policy, Standards, Roles & Responsibilities Inventory Training – How to identify records and conduct a records inventory

 Involve the project team members in creating or reviewing the records inventory. They are the closest to the records and pick up nuances that may be missed at higher levels (names, record relationships, etc.)  Identify users and roles early in the technology implementation process; this can be complicated and it is critical to get it correct early.  Need to better integrate corporate and business teams to refine and simplify requirement gathering sessions April 18, 2007

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Electronic Records Management (ERM)

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Records Management (RM) Traditional Records Management

Electronic Records Management Electronic Recordkeeping [ERK] (All Media, Including Paper)

(Electronic Only)

----- MANUAL --------- AUTOMATED ----Other important acronyms: DM – Document Management; ECM – Enterprise Content Management April 18, 2007

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Mission of ERM

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 At Level 1 an organization can be compliant with their RM policy (i.e., show reasonable control and processes), but it is a question of “What level of risk management vs. ROI vs. time?�  The lowest risk and largest ROI is at Level 3, which provides the most effective means of ensuring corporate control of records, but is a long term strategy

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ROI Factors

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 Point of ROI • Cost of doing nothing or very little starts to become significantly larger than implementing an ERM system • ERM can only be accomplished over a long period of time

It can take ERM years to return the investment, but the alternative is it to lose out on the opportunity to dedicate the cost of legal fees, compliance and legacy data access to business growth April 18, 2007

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ERM Success Factors

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; Recognize that Records Management is a long term investment ; Thorough understanding of the problem ; Must have executive buy-in ; Must have a business sponsor ; Must have a records program (i.e., technology does not make the records program) ; Automation of end user functionality is key to record capture ; Walk before you run (i.e., focus on capturing electronic records first, then explore other system benefits) ; An adaptive methodology is essential (i.e., ISO 15489) ; Must be able to bridge the gap between technology and records management ; Must have a good RM strategy for non-integrated systems (i.e., standards) ; Must have an extensible and persistent ERM framework

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Implementation Team

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Operational Needs (e.g., Search and Retrieve, security, history)

Compliance Need text for text Records (e.g., SOX, SEC 17a-3,4)

Litigation Risk Management (e.g. eDiscovery, authenticity)

RM Policy Map

 RM Policy Legal experts determine retention schedules  Business and Technology Product experts, technical and business automation specialist provided specialized business process analysis and software knowledge  RM Policy, Business and Technology Hybrid RM Policy, technical and business automation expert filled the gaps across each domain and provided strategic direction from policy to technology implementation

Records Management Drivers

Business Processes Map

Domains of expertise

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Technology

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Architecture Options

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Requirements  The need for Document Management at the business unit level  The need for Records Management at the organizational level  The need for scalability and planning for future implementations Tested 1. One repository for both DM and RM 2. One RM and multiple DM repositories 3. Multiple DM and RM repositories Results  Option 2 is more flexible for individual groups to expand and customize in parallel  Single point of control for all records  More scalable  More easily extended into other third party systems

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Iterative Approach 14

 Loop through ISO 15489 for two pilot iterations prior to the first production iteration  Each iteration is a vertical slice of record types across each domain and a cumulative horizontal slice of requirements within each domain  Provides a complete end to end understanding of policy to process and process to technology April 18, 2007

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Typical ERM Architecture

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Corporate Governance

RM Policy

Records Policy and Governance Division A Business Unit 1

Division B

Division C

Other LOB‌

Business Unit 2

Business Processes

Business Unit 3 Records Management Processes (tied to business processes) Solutions; Interface Layer

Office Suite

Email

ECM / ERM

ERM Interfaces

CRM

Financials

ERP Legacy Custom Other... SOA

ERM Framework (Integration; Messaging; Admin; Security) Data layer (Structured / Unstructured) OS/JVM (MS, Unix, Linux) April 18, 2007

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ERM Controlled Repository

App Servers

Technology

Records

Database

SAN

Other...

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Question and Answers Nishan DeSilva Director, Records Management and Information Management Fannie Mae nishan_desilva@fanniemae.com Tim Shinkle Perpetual Logic www.perpetuallogic.com tim.shinkle@perpetuallogic.com John Burns President Beach Street Consulting jburns@beachstreet.net

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Question and Answers

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ProyectoAim  

Automating a Records.pdf de record

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