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Baffled by Choices

 Here's how to map the route to success.

Before purchasing a document imaging system, you must first step back and evaluate how it fits into the overall planning and development of your business objectives. Document imaging is all about using technology to achieve your business goals. When you flip the switch on a document imaging system, you have turned on one of the most powerful office tools a business can deploy. You can:
  • Search through millions of documents in less than a second
  • Improve customer service and answer most questions on the first call
  • Make better business decisions because you will be armed with better information
  • Improve employee morale, and
  • Provide protection for your business in the event of a disaster.

Once you make the decision to go forward and purchase a document imaging system, you will be faced with a number of decisions.

The following graph represents a decision matrix that every organization will need to go through inorder to have a successful implementation of a document imaging system. This chart is intended to be used as a guide to help you through this process.



The Wish List: Better Known as Project Creep

With document imaging it is easy to get caught in this problem because it is one of the few times that IT and management discuss strategies on how to increase office productivity. It is at these strategy meetings that "wish lists" are communicated to IT.

Although it may be true, that if you have enough time and money, all the items on the wish list can be incorporated into a solution, it can take a project and send it spiraling into unfathomable depths. The end result is that nothing gets completed and management quickly points a finger at IT because the project had become their responsibility to complete, on time and on budget.

Solution:
  • It is better to take baby steps and roll out a project over phases. For example, phase-one might be to roll out your document imaging system and restrict its use to a single department before you expand it throughout the entire organization. This way you will get support from a department telling others how easy it is to use.


  • If your document imaging project has expanded to include workflow, you are better off rolling them out as two separate projects. You want the office personnel to embrace one technology before they are introduced to a second technology.


  • Keep the feature list in check by putting a price tag on every change. A user request or a managers request for a critical element may become less critical when it is determined the associated change would burn $256,000.


  • In his book, "Building the Real-Time Enterprise: An Executive Briefing", author Michael Hugos states: "The key to success is breaking big projects into smaller, self-contained pieces that can be put into production within three to nine months."
Conclusion

There is a process for selecting a document imaging system. When you shortcut that process, you become susceptible to purchasing a document imaging system that is your worst nightmare.

We have a proud nine year history at Document Imaging Solutions. We have never lost a customer during this period of time. In fact speaks volumes when you understand that 23% of our business comes from replacing other systems. The reason that we can say this is because we put your business first. We prefer to walk away from a sale where our document imaging system isn't the best fit than to have a troubled relationship because we put the sale first.

We look forward to the opportunity to work with your organization. We would be happy to schedule a telephone conference call to discuss this matter with you. If you would like to schedule a meeting, please call our office at 616-847-5055.

Warmest regards,
Randy Van Ittersum &
Erin Spalding, CDIA+ Instructor
www.disusa.com
Ph: 616.847.5055

  

 
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