Recordkeeping Today: The Digital Imperative Margaret Pember and Roberta Cowan

Recordkeeping in Australasia has changed considerably over the past 20 years. It was often perceived by many, even some practitioners, to be a low level administrative task requiring little, if any, specialised knowledge or skill, and indeed, many today still work at a base level. Some practitioners, on the other hand, develop the knowledge and skills required to cope with the ongoing changes to the recordkeeping profession. These highly skilled and experienced professionals are in great demand across Australasia.

This paper briefly discusses some of the changes that have impacted recordkeeping and argues that all these changes can be traced back to the need to change practice to cope successfully with the primarily digital nature of modern recordkeeping. In contrast to the fairly robust media of the past, recordkeeping professionals now have to manage records which can only be described as fleetingly fragile and extremely vulnerable. Unlike clay tablets or paper, digital records simply will not survive long-term unless purposefully managed on a continuing basis. The digital black hole beckons.

EDRMS 101: The Basics Pauline Joseph

This paper presents the basic concepts of an electronic document and records management system (EDRMS), i.e. the what, why, and how aspects of an EDRMS. It identifies the key business drivers for implementing an EDRMS. Explains how an EDRMS differs from an EDMS. Identifies the core functionalities of an EDRMS and discusses the different possible design views in an EDRMS. Highlights the key functional specifications that assist in the selection of EDRMS. The article concludes with points for consideration by records managers and vendors on the future of EDRMS.

Taking Curtin Into the 21st Century: Information Management From the Top Down Jane Larke

In 2007 Curtin University changed its approach to records management. Previous attempts to implement good recordkeeping practices supported by the Western Australian State Records Act 2000 had not been adopted widely across the University, despite significant efforts by the University Records office. Following a ‘management disaster’ senior management began to question why improvements in recordkeeping practices had not been achieved. It became clear that forcing people to manage information from a compliance perspective was not working.

A shift in focus was needed, to see excellence in information management as fundamental to achieving excellence in teaching, research, management and decision-making at Curtin. This new strategic approach was accepted by senior staff. An organisational area with responsibility for providing strategic direction for information management across the University was established with appropriate resourcing levels. This ensured that records management principles were preserved but the language used, the systems designed and the tools developed were being adapted to meet the needs of University staff. Engaging stakeholders during the process meant that staff now had a genuine interest in managing their information better. The level of support for solving Curtin’s information challenges, both in terms of resourcing and a willingness to see information as a key resource ensures that Curtin is in a strong position to manage information into the 21st century.

Records management has come a long way in the last two decades, from a necessary peripheral activity that ensured order and compliance in large organisations to a major force for potentially revolutionising the efficiency of their overall management. This paper chronicles the development of records management from the inception of Curtin to today and illustrates how this efficiency is being achieved with the support and participation of all levels of the organisation.

The Role of Leadership in EDRMS Implementations Tony Hughes

Electronic Document and Record Management System (EDRMS) projects have a significant impact on business; they require change management strategies from inception and demand leadership and commitment for success. Understanding why 40% of SAP Enterprise Resource Planning (ERP) implementations failed to meet expectations in the past decade provides some valuable and relevant lessons for all Enterprise Content Management (ECM) and EDRMS projects. Many organisations implement ECM and EDRMS for compliance reasons, but understanding how they fit into the business process is imperative.

A Conceptual Framework for Investigating Information Quality in Information Systems Shirlee-ann Knight

Investigations into systems-based Information Quality (IQ) lack a consistent framework or model. Thus, researchers are unable to conceptualise IQ within the context of their study and so cannot identify the important elements and dimensions of IQ, or test empirically for IQ.

Presented is the Combined Conceptual Life Cycle (CC/LC) model of IQ, a framework that enables researchers to develop a more accurate set of protocols through which to examine user/information interaction and perceptions of IQ.

Horses for Courses: Choosing the Right product for Your Business Conni Christensen

How do you choose the ideal EDRM system for your business? You could start by referring to the available model specifications such as MoReq or the Australian National Archives Specifications for Electronic Records Management Systems Software . But are these specifications going to deliver you the best system for your organisation?

EDRM systems are complex beings. Industry standards and compliance requirements have shaped current system design – often at the expense of usability. As buyers we are attracted to products with multiple features but as users we are overwhelmed by complex functionality.

There are widespread concerns that EDRM systems, as we know them, are false gods – systems that promise the silver bullet of recordkeeping compliance but fail to deliver it. Anecdotal evidence suggests that uptake and acceptance of EDRM systems is low because the systems are not meeting business needs. End-users are opting-out of the record keeping process – by not capturing records into EDRM systems or by not capturing adequate recordkeeping metadata which describes the records.

How do we select and implement systems which meet both business and compliance requirements – usable systems where the ease of capturing and describing records makes it possible to subsequently secure, store, preserve, retain or destroy them?

This article examines the factors influencing the design of recordkeeping systems and suggests means of assessing usability in EDRM systems to ensure that they are fit for purpose and appealing to end users.

Project Management Methodology for Implementing an Electronic Document and Records Management System Anastasia Govan

Many Information Technology implementations fail but adhering to project management methodology and information technology governance can dramatically reduce these risks when implementing an Electronic Document and Records Management System (EDRMS).

Project management methodology covers project office tasks (such as change management, risk management, human resources, document management, financial management) documenting and building the technology architecture, migrating data, implementation, procedures, scheduling, testing and reviewing.

In parallel to a project management methodology – a successful implementation of an EDRMS also requires information technology governance which is a structured approach to software development covering identifying your business requirements, gathering and keeping senior management buying, scanning the market, implementing the framework, selecting a system, procurement, designing, implementing the pilot (rollout and training), a review, scope creep when making adjustments, full implementation (rollout and training) and an external audit of the implementation.

The following paper outlines the parallel paradigms of using project management methodology to successfully implement the stages of an Electronic Document and Records Management System.

An Exploration of Metadata Implementations: EDRMS and Beyond Karen Skelton and Kate Jones

Metadata poses a real challenge to recordkeeping professionals. While metadata is essential for documenting the content, context and structure of records, implementations of standardised recordkeeping metadata are scarce. Recordkeeping metadata is inherently complex. Many senior managers discount its importance or are simply not interested. System developers frequently misunderstand its purpose and get the design of metadata functionality wrong. Users dislike spending time creating it. System administrators and records management staff are usually left with huge quality control headaches as a result of poor metadata systems functionality. System integration or migration is difficult because metadata fields in one system do not map easily to those in another.

Given the challenges facing us with metadata definition, design and implementation, is it worth the effort required to get it right? How necessary is good metadata to the operation of EDRMS, and the successful management of records over time? Can the definition and design of standardised metadata requirements be improved? Do new and emerging technologies have anything to offer in the successful implementation of metadata? What as a profession and industry do we need to do next?

This paper attempts to answer these questions. In doing so, the authors consider the use of metadata in EDRMS and other business systems, and discuss problems encountered in trying to implement good recordkeeping metadata. We explore recent international and Australasian recordkeeping metadata initiatives based on the multiple-entity approach of the recordkeeping metadata standard, AS ISO 23081, and discuss the benefits of this approach to metadata design and implementation. Other important factors for successful recordkeeping metadata uptake and implementation, including those highlighted by the challenging findings of a recent Monash University project, are examined. Some emerging technologies with the potential to greatly facilitate metadata implementation are explored, and desirable outcomes for the future considered.

The paper finishes with a scenario that suggests the days of the dedicated EDRMS are numbered, and challenges readers - even as they confront metadata issues in current EDRMS - to think beyond these to a quite different implementation future.

The Skillset Needed by the Records Manager of Today Sally Algate

Contemporary records management is concerned increasingly with electronic records and business processes. For many records managers, this involves dealing with new concepts that bring a need for skills and knowledge additional to those that have served them well in the paper-based records environment of the past.

Have you ever wondered just what skills and traits make the best records management professionals? Having good records and information management (RIM) skills is obviously essential, but in reality this is only the start. The successful records manager of today also needs other skills such as project management, effective communication, business analysis and a good understanding of information technology. In addition, useful personality traits such as tenacity, ingenuity, initiative and confidence are desirable.

This article focuses on the skills useful to the modern records manager and suggests how they may be acquired.

A Model for EDRMS Education and Training in Queensland Government Agencies Kirsteen Thomson

The Queensland Public Records Act 2002 and its supporting information standards require that Queensland Government agencies make, manage and keep full and accurate records of Government business regardless of format. This is achieved, in part, by the implementation of an electronic document and records management system (EDRMS). They also confer recordkeeping responsibilities in the electronic environment on all public sector employees. In so doing they create the need for the development of an education and training program. Through examining the lessons learned from implementations of EDRMS in other public sector agencies, and considering appropriate pedagogical ideas, this paper proposes an education and training approach that encompasses learning through conversation, learning in context and learning as a social activity.

Finding the Dream Team: Recruiting for Electronic Document and Records management System (EDRMS) Projects Gail E Murphy

Implementing an electronic document and records management system (EDRMS) is now common in many businesses, with much emphasis placed on the planning, roll out, training and change management strategies required to achieve a successful deployment. As well as the financial costs to an organisation there are the pressures of staying within budget, return on investment expectations, selecting the right software, change management and meeting the needs of users. Despite a wealth of resources to support EDRMS implementations it is rare to hear of one that has been successful. Choice of software, user resistance, and lack of support are just a few of the innumerable reasons proffered for why EDRMS projects are not as successful as they could have been. This article looks at another possible reason – have the right people been recruited to implement the EDRMS?

The Anatomy of EDRMS Success and Failure: A Tale of Two Implementations at the Royal Australian Air Force Kylie Dunn

In 2006 the Australian Defence Force decided that Headquarters Air Command (HQAC), an organisation of approximately 200 staff located at RAAF Base Glenbrook in New South Wales, would be split into two distinct units: the operational element and the raise, train and sustain element. The impact of this organisational change had far-reaching implications for the records and information management of HQAC.

This paper examines the marked contrast between the implementation of the Objective Enterprise Content Management solution (Objective) in the two units created. The AOC and HQAC commenced their implementation in the same way, under the same project manager and within six months of each other, but they had very different experiences in the training and implementation phases of the project. It investigates the reasons for the success of one implementation against the failure of the other and provides some insight into what makes an implementation of this type successful. Lastly, it provides some key pointers to improving the rate of success with such a project, covering those facets that worked well and some harsh lessons learned.

E-Discovery and VERS Implementation Allison Hunter

Legal discovery involves the search by the parties and attorneys involved in a court case to identify and obtain all information relevant to the case at hand. E-Discovery refers specifically to the search for electronic data to use as evidence in legal proceedings.

This paper discusses the benefits and issues associated with implementing a Victorian Electronic Records Strategy (VERS) solution with particular emphasis on e-Discovery and proactive prevention of litigation.

Digital Preservation at the National Archives of Australia: Achievements and Directions James Doig

In any journey there are twists and turns; our lessons come from the journey, not the destination. This article chronicles the journey of the National Archives towards a solution to the problem of the long-term preservation of digital records. From its publication in 2002, the report An Approach to the Preservation of Digital Records , formulated the principles and concepts that would guide the National Archives towards finding a practical way to deal with digital records. After setting out the background and business drivers of digital preservation at the National Archives, this article draws together the major components of the project:

• strategic planning,
• developing the digital preservation software platform,
• developing the digital archive,
• dealing with records on legacy media in Archives’ custody,
• lessons learned, and
• future directions.

What Your professional Association Can Do For You Kate Walker

role in helping organisations to assess, acquire and deploy records and information management services. At the same time, they face unprecedented challenges in communicating the value of their role and managing users’ expectations. To help meet these challenges, the Records Management Association of Australasia (RMAA) provides training and tools to enhance professional development. It has a special focus on strategies to demonstrate the value of professional information services.

This article focuses on the importance of professional development and shows how the RMAA can assist RIM professionals.

Recordkeeping and the Paradigm Shift it Has to Have Sue Myburgh

In a world in which information and communication technologies (ICTs) are changing rapidly, educating the next generation of information workers becomes increasingly complex and, in many ways, unpredictable. As ICTs change, information and communication behaviours change and so, in turn, do communities, organisations and industries, all of which are predicated upon flows of information. A number of issues about recordkeeping are raised, many of which are concerned with consideration of how work, communication, law and social accountabilities might change, in addition to a thorough knowledge of the technological drivers of such change.

The issue of educating the next generation of recordkeepers involves considering what the next generation of recordkeeping might look like. In the absence of a crystal ball, this is best approached from two perspectives. Firstly, it is important to consider and identify the fundamental knowledge domain which distinguishes the profession/discipline of recordkeeping from other areas of information work, as well as the additional kinds of knowledge that seem to be constantly required. Secondly, these must be considered in terms of what is likely to change, and how far and how fast these changes are likely to be. Only after completion of this work will it be possible to ensure that new graduates are well prepared for the careers that lie ahead.