I'm sometimes surprised at what the RIM community considers controversial.  I think that good RIM practitioners need to perform both an inventory of what records already exist (and are currently being created) AND a systematic process analysis of how information is being created/used in the organization.  Each gives a different view of how the organization operates.  Hopefully, they overlap, but each view can be an excellent tool to validate whether your program is adequately comprehensive.

When I was just starting out in RIM (translation: when I was dropped into an established RIM program that I was suddenly in charge of, AND which was in the middle of a Corporate internal audit), I was dumbfounded and dazed by all of the different records collections, each coming from a different operating area within a huge multi-armed corporation.  I really needed to do the process analysis to make sense of how the records fit into the larger framework of what the corporation did.  But, I also needed to know what records were being created so that I could be sure that the process analyses encompassed what that organization was actually doing.

Just one woman's opinion.

Pilar C. McAdam, CRM
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Los Angeles, CA


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