1、 Reference number ISO 10244:2010(E) ISO 2010INTERNATIONAL STANDARD ISO 10244 First edition 2010-07-15 Document management Business process baselining and analysis Gestion de document tablissement des rfrences du procd daffaire et analyse ISO 10244:2010(E) PDF disclaimer This PDF file may contain emb
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6、uester. ISO copyright office Case postale 56 CH-1211 Geneva 20 Tel. + 41 22 749 01 11 Fax + 41 22 749 09 47 E-mail copyrightiso.org Web www.iso.org Published in Switzerland ii ISO 2010 All rights reservedISO 10244:2010(E) ISO 2010 All rights reserved iiiForeword ISO (the International Organization f
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11、 ISO 10244 was prepared by Technical Committee ISO/TC 171, Document management applications, Subcommittee SC 2, Application issues. ISO 10244:2010(E) iv ISO 2010 All rights reservedIntroduction Organizations with the desire to review existing processes and identify which technologies would benefit t
12、he organization constantly face the challenge of trying to determine how much information needs to be gathered. Many organizations prepare work or business process-related baseline documentation not containing sufficient detail, forcing the selected solution provider to develop this level of documen
13、tation after the technology has been selected. Not having a clear and detailed understanding of where technology-based change and non-technology-based change are appropriate can greatly reduce and at times prevent successful implementation of the selected technologies. The goal of this International
14、 Standard is to provide sufficient information enabling organizations to understand what workbusiness process related information should be gathered along with the level of detail required to properly identify the required/desired technology enabling the organization to address business goals, objec
15、tives, and requirements identified during the baselining and analysis efforts. Terms and acronyms associated with various aspects of electronic document management systems (EDMS) technologies commonly change over time, especially as technology developers and vendors update product lines and solution
16、s to address customer requirements. In most cases, new terms and acronyms reflect updates and changes to how these technologies are utilized, incorporating additional levels of functionality, and they are very rarely a result of an entirely new core technology. This is important to note, as the core
17、 EDMS technologies are constantly maturing and solution providers are not only identifying new approaches to addressing organizational issues and requirements, but also expanding the use of these technologies into areas previously unconsidered. There is a difference between enterprise content manage
18、ment (ECM), electronic content management (ECM), and EDMS. For the purposes of the discussion within this International Standard, the use of the abbreviated terms EDMS and ECM are identical from the perspective that both require the use of core technologies along with policies, procedures and method
19、ologies to successfully design, implement and manage electronically stored information. Enterprise content management is defined in ISO 12651 as a set of tools and methods that allow an organization to obtain, organize, store and deliver information crucial to its operation. It can be broken down in
20、to five major components: a) capture, b) manage, c) store, d) preserve, and e) deliver content. Electronic content management is considered to be synonymous with EDMS in that it focuses on the technology aspects of the overall environment. This International Standard provides both user and technical
21、 levels of information and guidance detailing specific activities and tasks identified throughout the EDMS industry as being the industry standard associated with documenting all aspects of the business process and analysing those business processes to determine where technology-based change is appr
22、opriate and where EDMS-technology-based change would benefit the organization. The type of business does not matter when doing a baseline as the baseline is documenting the individual business processes regardless of the business. INTERNATIONAL STANDARD ISO 10244:2010(E) ISO 2010 All rights reserved
23、 1Document management Business process baselining and analysis 1 Scope This International Standard specifies the detailed information associated with the activities organizations perform when documenting existing work or business processes (business process baselining), defining the level of informa
24、tion required to be gathered, methods of documenting the processes, and the procedures used when evaluating or analysing the work or business processes. This International Standard provides tools for organizations to identify relevant aspects of processes and to document them in a standardized forma
25、t, thus permitting them to facilitate detailed analysis and identification of relevant technology(ies) so as to improve the processes or procedures. 2 Normative references The following referenced documents are indispensable for the application of this document. For dated references, only the editio
26、n cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. ISO 12651, Electronic imaging Vocabulary 3 Terms and definitions For the purposes of this document, the terms and definitions given in ISO 12651 and the following apply. 3.1 pro
27、cess baselining process of documenting the information flow through discreet activities performed by an organization 3.2 detailed baseline description of all aspects of a process incorporating inputs, processing and outputs for an existing process or activity 4 Business process baseline schematic ov
28、erview 4.1 Preparing to gather information 4.1.1 The first step in gathering information for a process baseline is to identify the organizational goals and objectives associated with their plans and expectations. These goals and objectives will help structure what aspects of the organization should
29、be evaluated, as well as providing a level of structure and focus for the users involved in the entire process. ISO 10244:2010(E) 2 ISO 2010 All rights reserved4.1.2 The next step in developing a business process baseline is to identify resources that will participate in the information gathering, r
30、eview and approval. Whenever electronic document management systems (EDMS) technologies are implemented, there is a significant impact on the organization requiring careful change management. These projects may contain resources from the following portions of the organization. “Champion users” are s
31、elected individuals within the organization who have a full understanding of specific activities. It is preferred that these individuals be “lead users” or “senior users” and not supervisors or managers, ensuring that representation associated with how work is actually performed is captured at the d
32、etail level and not just the management view of how work “should be or typically is” processed. These “champion users” can also provide bi-directional communication to their peers and other team members, solicit input on specific processes/activities within their responsibilities, ensure information
33、 gathering is complete and accurately captures the real process, etc. “Management” are the selected members of the management team who identify “champion users” and ensure the team has time to provide the information being solicited and actively encourage the team to assist and participate. This is
34、critical as the management team will also need to establish clear understandings as to how the new technology will be used, the impact on the organization, etc. “Records coordinator” or “records manager” may be consulted to develop rules on how to index, save, and dispose of the various documents, r
35、ecords, or documents and records that are generated. 4.1.3 Once the people to be interviewed have been identified, it is important to ensure that adequate time has been set aside by the management team to participate in the process baseline activities. Without having time set aside from other daily
36、work activities, users are typically unable to devote the time necessary to participate. The amount of time required will vary from organization to organization and should be estimated during project planning. Another activity that will be of value to the organization will be a task or activity desc
37、ription document showing who will be needed, when, and for how long. This will assist the organization in personnel planning. 4.1.4 It is then important to identify the process analyst. There are two different approaches for identifying the process analyst: a) select the analyst who is already famil
38、iar with the processes; or b) select the analyst who is already familiar with the technologies and has directly participated in the implementation of those technologies. It is important to note that while it is of value for the analyst to understand how the organization currently performs its duties
39、 and functions, typically there is greater value for the analyst to fully understand how content management technologies operate and allow the organization to provide information on how they function. The difference between having an analyst who is an expert in the organization as compared to the te
40、chnology expert analyst is that if the analyst is not already familiar with the organizational processes, there are no preconceived notions or expectations that may lead to a potentially biased view or analysis. In some cases, the organization may want an expert in both areas, but the organization s
41、hould also consider the change management activities. During the initial information gathering phase, the champion users will begin the change management process, including the ability for them to share what is working for them, what needs to change, and more importantly to establish a mechanism for
42、 them to feel a part of the process and to establish a level of “ownership”. This is very important because the more “ownership” the users feel, and the greater the level of detail that the analyst will receive in a shorter time period, the faster these types of projects can progress. Furthermore, t
43、he more the users participate, the more issues and ideas for change will be identified. ISO 10244:2010(E) ISO 2010 All rights reserved 3The analyst should ensure that the appropriate level of information is gathered, and that the organization understands the level of detail required to properly comp
44、lete the baseline and subsequent process analysis. To prepare the organization, it is helpful to review any existing documentation, including existing task level process baselines (most organizations have at least one version of these documents, all at different levels of detail and completion), pro
45、cess/procedure manuals used by users (identify if they are current or need to be updated), and time studies or metrics (if current and available). When organizations already have process level documentation prepared, the analyst should take into account that the users may be reluctant to participate
46、 in the new process baseline activity, as they may feel they have provided the information in the past or they have participated in this type of analysis without any change taking place. These issues are common and need to be addressed by the process analyst to ensure a successful project completion
47、. Many process analysis projects do not include the level of detail required to fully evaluate where technology and non-technology change can take place. While the process analyst typically only assists with the technology-based change, in many cases the non-biased view results in questions being as
48、ked that potentially may not be presented for consideration, to the users, the management team, or both. The analyst should prepare the user team to begin considering the level of information to be gathered. This process should include multiple interviews and discussions that begin with identifying
49、all the major processes and procedures, followed by increasing levels of detail within each process, i.e. by ensuring that information associated with how activities start, end, transition, decision points, escalation paths, exception handling together with all manual processing steps are identified and documented. As the analyst continues to prepare the team, it is critical for the management team to fully and openly support the process baseline activities and ensure that the selected users have adequate time allocated by the managem
