Making the case for: merging document control and records management: Part 2.

• Author: Beck, Vera
• Position: BUSINESS MATTERS

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Although document control and records and information management (RIM) employees share a custodial responsibility that includes identifying, protecting, and presenting their identity's records as assets, they do not share the same focus on managing information throughout the entire records life cycle--from creation to distribution and use, storage and maintenance, retention, and disposition or archival preservation.

Indeed, the line of custody between these two groups often confuses upper management, prompting either a more intense focus than necessary or complete disregard for the subject. A plan to educate the senior level, driven by the records manager, is recommended to integrate the two groups into a single working function. This was addressed in Part 1 of this series, which was published in the November-December issue of Information Management. Part 2 will expand on the idea of document control as a subset of RIM.

Using a Proven Plan

At a time when the economy is weak, there may be little money for any new initiatives. As a result, integrating document control and records management will require a strong case to demonstrate to the organization the better management of risk, what the changes will mean to the organization, what the new process will look like, and how to train and motivate employees to make good use of the combined functions.

A project management approach is the right vehicle for accomplishing this objective. Projects have goals and objectives, a beginning and ending, and the work to merge the two groups should have a short duration with a definite and unique outcome. The following sequence has been tested with a significant level of success.

Define the project scope and establish communications. Whether the corporate headquarters or a regional office, RIM employees can make a difference by establishing vitally important relationships. Understand colleagues' challenges by asking questions and proposing answers. Keep in mind that grassroots success is often reported upward, so it is critical to identify strategic partners and gain their trust.

Conduct a feasibility study. First, identify any existing RIM policy and procedure documents. If a policy is not in place, create a draft policy that is agreeable by all colleagues. Then, team with the project program manager and draft the policy based on best practices from the records and legal perspectives. Once the new policy is adopted and implemented at the local level, share success upward to influence policy at higher levels. At this stage, align with the policy owners to raise local awareness and implement the policies.

Develop the work breakdown structure (WBS) and kick off the project. Document and communicate the project as soon as possible to...