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WORKING THE IT/RIM

RELATIONSHIP

Helen Streck

Records Management Consultant

Shook, Hardy & Bacon LLP

February 2009February 2009

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Anybody who tells Anybody who tells you that a you that a

relationship does relationship does not require work not require work

is not in oneis not in one

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Agenda

• Speaker Introduction • Where are Organizations Today?• Bringing RIM to the Table• Driving Forces, Risks, Success Factors• Types of Relationships• Business Relationship More than Co-Existing• Working the Relationship• Value Achieved for the Organization• In Summary

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Introduction

• RIM Professional for 23 years• 7 years consulting experience• Developed programs for a variety of industries• Developed Business Cases

> Records Management Software> Legal Hold Software> Document Management Systems

• Developed business processes to support e-records archiving, system decommissioning, electronic processes for legal hold creation/distribution

• Worked on governance for addressing abandoned data

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Where are Organizations Today?

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Eliminating Dissatisfaction

1. Systems are not “functioning they way the business thought it would.

2. The business group is still obligated to meet compliance issues and after build there is no “easy” way to comply.

3. Adding controls when there is gigabytes, terabytes or pedabytes of data is extremely difficult

RIM controls not designed into the build out.

SolutionSolution

Bring RIM into thediscussion at the

design of a system.

RIM need to learn and become familiar with the

technology optionsavailable and how

they will impactcompliance.

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Bringing RIM to the Table

What is RIM?– Systematic controls - Process– Lifecycle - Classification/Taxonomies– Retention - Access Rights– Security rules - Privacy mandates– Litigation demands

What is the value to IT in applying this controls

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Importance of Both at the Table

Why do I need to see all sides of an issue?

• There can be competing requirements.

• Laws are written years after the technology may have been implemented.

• Rules can be written that technology can NOT apply or automate.

• Uncontrolled growth.

• Increased costs and risks.

• Increased litigation exposure.

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Current Driving Forces, Risks and Success Factors

Current Drivers Risk/Impact Success Factors

More and more information is only in

electronic format.

Information retention requirements outlast

technology solutions.

Growth in electronic information volume

increases complexity of managing, finding,

and using information

E-information needed for litigation and retention

for global companies may not be accessible

for long periods of time.

Realistic retention requirements and

categorization that is consistently enforced.

Information classification and

metadata governance models.

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Current Driving Forces, Risks and Success Factors

Current Drivers Risk/Impact Success Factors

Increased likelihood that intellectual

capital is lost.

Increased litigation around the globe with

varying rules for privacy and access.

Increased litigation to defend patents and

income.

Increased need for legal teams across the globe

as well as discovery teams to process more

and more information increasing costs.

Surgical approach to determining

relevance.

Information security has the appropriate

controls and information security

classification is clearly defined.

Enterprise search tools applied.

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RIM’s Value to IT

• Controls> Define policy and retention> Define access and classification standards> Develop document hierarchy> Combine glossary of terms into a single language for the

organization• Processes

> Translate policies, requirements and laws into business processes

> Translate business processes into functional requirements> Advise the business on process changes for improved

technology efficiencies

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Types of Relationships

What we are NOT talking aboutWhat we are NOT talking about>Weddings>Holiday Events>Going to each other’s homes>Agreeing all the time>Attending children’s functions

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IT/RIM Relationships Needed

• Business partnerships• Committee cross-memberships• Advisory relationships• Champion each other’s value and projects• Align projects, values, and goals• Define/confirm functional requirements and translate to

technical requirements• Test and refine RIM governance models and structures• Education and Training

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• Policy, Standards, SOPs• Records Retention Schedules • Common Glossary and Document Hierarchy Structure• Distinguishing Archives from Backups

Constructing the Governance

Developing Workflows and Processes

Participating on Teams

Applying Rules and Requirements to

Technology

• Designing systems that apply retention requirements• Designing and implementing a records management system • Applying the processes designed systematically and appropriately across organization

• Discovery Teams (Law, RIM and IT)• Technology Implementation teams (Business Unit, RIM and IT)• Developing RFP and evaluating vendors• Applying requirements to existing systems/processes (Bus., IT, Legal, Compliance & RIM)

• Information workflows for DMS• Processes for E-Records Archiving; System Decommissioning• Terminated Staff Information for Discovery• Training and Educating Staff Members

Areas Where IT/RIM Relationships Co-Exist

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In Summary

• Successful RIM projects need IT• Successful IT projects need RIM• Drivers and risks support a working

relationship between RIM and IT• Working the relationship includes being a

team member and championing efforts• Try looking at managing information from

both sides, the view is different

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Questions