Global Document Management System (GDMS) - Implementation and Organisational Change Management in an Enterprise Wide Corporate Programme
Description of Project
The documentation assets of our client were stored within multiple corporate document management systems. From an end user perspective, the systems were difficult to use and frequently held duplicated content the master source of which could not be validated - a major concern for an organisation in which key documentation must be highly regulated.
Many of the 40+ legacy systems were unique business line developed solutions which did not lend themselves to information sharing and the knowledge management needs of a document dependent organisation. The systems were used by 10 business lines across Global Research & Development and Worldwide Affiliates in all operational locations and centralised ‘platform’ sites and country offices. Fragmented, expensive to support and maintain, the systems were neither easy to evolve nor conducive to mergers, acquisitions and divestments.
Our client developed therefore a Global Document Management System (GDMS) to replace the existing infrastructure. The challenge remained however how to implement the solution in a structured manner which would deliver planned organisational efficiencies without compromising data integrity or prejudicing ongoing business operations.
Chaucer’s Scope
Chaucer was a contributor to planning the two primary strands to the implementation phase of the GDMS project. The first was to manage the deployment and migration of legacy system content into the new GDMS system in a controlled, robust and systematic manner. In addition, in order to increase the project’s chances of success, it was identified that Change Management activity based on the AIM methodology should be conducted across all areas of project impact, notably to effect changes to business process. Particular focus was required for the diverse Affiliates Offices in 27 EU and numerous other ‘Rest of World’ offices to acknowledge and accommodate cultural as well as organisational differences.
Chaucer Consulting was engaged to actively lead and manage system deployment and change management threads in an integrated manner. This required the execution of individual system deployments using robust project management approaches to bridge the highly technical input provided by specialist third party providers with the ongoing needs of operating business lines. At the same time, our personnel provided expert Change Management skills (using AIM methodology) all set within a highly technical IT environment.
Benefits
The success of Chaucer's engagement on the GDMS program was measured through a number of mechanisms; regular monthly touch point meetings with the program manager; informal feedback from GDMS work stream leads and observations from client staff on/around the project.
Chaucer consultants provided the client with leadership and a 'can do' team mentality which could not have been provided internally. System deployments were delivered on target with our staff actively engaged in overcoming sometimes highly technical problems as they arose on both a virtual and face to face basis. Cross project interdependencies were identified internationally and mitigated. The Change Management work systematically set the stage for success on ‘Day One’ and beyond.
Our client recognised Chaucer’s critical role in successful implementation of GDMS. They also indicated that they had greatly valued Chaucer’s objectivity, pragmatism and flexibility as well as our seamless integration with the in house team working on the project. The client regarded the quality of presentation and Chaucer's ability to communicate complex topics clearly and succinctly as first class. The Chaucer team established new linkages and understanding between parts of the client organisation which had not been previously adequately linked. Outsourcing can be highly political and internally sensitive, and the support of a “trusted partner” throughout the process was regarded as a critical success factor.
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