This is as concise as I can get without writing a book

WHAT
Moving from decentralized imaging to centralized imaging

WHY
*	Fewer scanners to maintain and able to upgrade to better, more
powerful equipment
*	Fewer power user software licenses to purchase
*	Improved return on investment for purchased equipment and
software (equipment use was more constant instead of occasional)
*	Improved control of security for physical documents during
processing (some decentralized scanning taking place in public areas as
part of another job)
*	Better, and more consistent, quality of processing and execution
of quality assurance checks
*	Higher productivity levels due to hiring of personnel with
expertise and experience in imaging field
*	Improved supervision and control of imaging function
*	More efficient use of personnel over multiple work types
*	Faster turnaround of high volume/high priority workload

STEPS
*	Created a Steering Committee with key customer departments that
were heavy users of imaging
*	Created a mission
*	Created a charter
*	Created goals and objectives
*	Assessed equipment, skill level of personnel performing scanning
functions, staffing levels, and IT support skill levels
*	Mapped and diagrammed current business processes in each
customer department and captured their business rules for documents as
well as information about why the record was being created, typical user
periods, how the record was being used, and which roles in the
department needed to access the information.
*	Wrote position descriptions, policies and procedures, training
guides.
*	Developed an implementation plan to include staff and equipment
consolidation, staff cross-training, equipment and software upgrades,
and changes to business processes that would help improve productivity
*	Developed a marketing plan to internal customer departments
about how this change was going to help them perform more efficiently.
Our slogan was "The right record, at the right place, at the right time"
*	Set up regular customer department meetings to discuss the
customer department's concerns, feedback, challenges, changes within
their department that might impact Imaging volume, etc.  Also look at
ways to do things more efficiently or perhaps using another solution.
Advise customer on changes to the business process that could help
everyone, such as customers not using lots of staples or perhaps
customer bar coding the forms for auto-indexing.  Build strong
relationships and work as a team.  Establish yourself as the customer's
busines partner.

LESSONS LEARNED
*	Market the program.  Let customer departments know that their
needs are important and that their skills and expertise are too valuable
to spend time on imaging tasks that are not their area of expertise.
Let transferring employees know that they are going to get more valuable
as they acquire job skills enabling them to process for multiple
departments instead of a select few or just one.
*	Reassure users that services will be at or above previous
execution levels.  Set productivity standards for each person on
prepping, indexing, and filing, but also set team goals so that people
work togther to achieve the benchmarks.  Reward people for good,
consistent performance improvements.  Post team goals and celebrate the
victories.  Discuss individual goals regularly with employees so that
they are not "surprised" during an evaluation.  Gather regular feedback
from your employees on barriers that they believe need to be removed in
order for them to do a better job.
*	Tell the users (and transferring employees) what you are going
to do, tell them what you are doing, and then tell them what you just
did.  Information keeps people informed and more likely to be receptive
to new ideas or changes to their normal routine.  
*	Where possible, get your technology to do the work.  For
example, bar codes that speed indexing tasks or tools that help you
suspend a single document without suspending the entire batch can help
speed the work.
*	Strong business relationships with customer departments and IT
Support Team are key to success!  Must work and foster good
relationships.
*	Include IT in your Imaging Services training and departmental
meetings.  That way, they learn more about what you do and feel
"included" in the group.  They will do a better job of support if they
understand WHY certain things are important to the customer.
*	Plan time for surprises during implementation.  Don't try to do
too many departments all at once.  Make sure that you plan your project
with a little breathing space for when a data migration takes longer
than expected or perhaps data corruption occurs.  Make time for adequate
testing and make sure that all test scripts are accurate and well
documented.


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