Adobe reader version 4. Or higher is needed to view this document. Duncan scott and michael pecnik prepare White Paper for factiva, a Dow Jones and Reuters company. Challenges in Information Management. Business Challenges. User Challenges. IT challenges.
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-How to Utilize Enterprise Information Architecture.pdf
Adobe reader version 4. Or higher is needed to view this document. Duncan scott and michael pecnik prepare White Paper for factiva, a Dow Jones and Reuters company. Challenges in Information Management. Business Challenges. User Challenges. IT challenges.
Adobe reader version 4. Or higher is needed to view this document. Duncan scott and michael pecnik prepare White Paper for factiva, a Dow Jones and Reuters company. Challenges in Information Management. Business Challenges. User Challenges. IT challenges.
Information Integration A White Paper Prepared for Factiva, a Dow Jones and Reuters Company By Duncan Scott and Michael Pecnik September, 2003 First Name: Last Name: Email Address: Job Title: Company: # of Employees: Department: Industry: Country: Business Phone: Zip/Postal Code: -- Select # of employees -- -- Select your department -- -- Select your industry -- UNITED STATES Adobe Reader version 4.1 or higher is needed to view this document. Please visit http://www.adobe.com for your free upgrade. www.factiva.com page 2 Contents Contents....................................................................................................................................................................................................2 1. Executive Summary ................................................................................................................................................................................3 2. Introduction ...........................................................................................................................................................................................3 3. Challenges in Information Management.................................................................................................................................................4 Business Challenges ..........................................................................................................................................................................5 User Challenges ................................................................................................................................................................................6 IT Challenges.....................................................................................................................................................................................6 4. Enterprise Information Architecture Overview.........................................................................................................................................6 5. Factivas Roadmap to Enterprise Information Integration ........................................................................................................................6 5.1. Initial Benchmarking.......................................................................................................................................................................7 5.2. Information Audit ...........................................................................................................................................................................7 5.2.1. Workflow Analysis...................................................................................................................................................................7 5.2.2. User Properties ........................................................................................................................................................................8 5.2.3. Applications ............................................................................................................................................................................8 5.2.4. Participants .............................................................................................................................................................................8 5.3. Workflow Audit..............................................................................................................................................................................8 5.3.1. Target Group...........................................................................................................................................................................8 5.4. Content Categorization..................................................................................................................................................................8 5.5. Enterprise Information Architecture Recommendation ....................................................................................................................9 5.5.1. Planning..................................................................................................................................................................................9 5.5.2. Implementation.......................................................................................................................................................................9 5.5.3. Initial Rollout ...........................................................................................................................................................................9 5.5.4. Incremental Rollouts................................................................................................................................................................9 5.6. Final Benchmarking ......................................................................................................................................................................10 6. Business Benefits, Measuring Return on Investment (ROI).....................................................................................................................10 7. Conclusion...........................................................................................................................................................................................10 www.factiva.com page 3 1. Executive Summary This paper provides an overview of Enterprise Information Architecture (EIA) fundamentals. Our goal is to help Chief Information Officers (CIOs) and other managers responsible for corporate Knowledge Management (KM) initiatives understand how EIA and Enterprise Information Integration (EII) create efficient information management opportunities that were previously unattainable in KM, despite profuse promises and expensive investments in new technologies. Factiva has been a pioneer in the field of EIA research and development for more than 20 years, building information systems that leverage relationships between people and content to deliver relevant information. Factivas in-house development of a global portal has provided our staff with real-world experience designing a system that efficiently and effectively processes more than 140,000 documents from over 500 different systems on a daily basis. Factiva has developed a vendor-neutral general taxonomy based upon a hierarchical categorization system that can be used to support the customized needs of individual companies regardless of industry. The majority of the Global 4000 currently utilizes this taxonomy. The high-level roadmap to achieving a successful EIA/EII solution reviewed in this paper is the outcome of expertise gathered through years of effort addressing KM initiatives at large and small companies in a variety of industries. We begin by defining EIA and EII and their objectives and benefits. Next, we review Factivas approach to EII and the proprietary methodology that allows us to help companies leverage their existing infrastructures and fit them into new frameworks that define how information assets are managed to achieve core business objectives. More specifically, we address some of the key prerequisites of EII; analysis of directories and applications; consistent categorization and classification of information; taxonomies; and workflows. These are the critical details that must be carefully executed to integrate diverse stores of content and technologies to create an information clearinghouse that truly enables organizations to reduce costs and time-to-market for implementing business processes that produce tangible efficiency gains for the workforce. 2. Introduction A century ago a customer at a store might ask the clerk to buy on credit. This method of obtaining credit was inconvenient for both the consumer and the shop owner. Customers were required to maintain individual credit accounts with vendors, and vendors had to manage accounts with many individuals. The advent of the credit card changed all that. Rather than each individual having a direct relationship and debt allowance with each vendor, each indi- vidual carries a credit card that identifies the debtor to the vendor and provides user profile information (such as a spending limit). Today, when you buy something from a new vendor, rather than filling out a form to establish a line of credit, all you do is present your card, and the purchase is complete. By reducing the number of relationships, the credit card saves money and time and increases convenience for all involved. 1 Business executives today often find managing their information assets is a lot like operating in a world without credit cards. Instead of a streamlined relationship with one account management tool, they are struggling to juggle multiple applications, tools, databases, and corporate KM initiatives. Companies have invested millions in technology, installing complex networks and expensive applications, only to discover their investments are not efficiently utilized in day-to-day operations, or, worse yet, are circumvented whenever possible by the very employees these systems were designed to benefit, due to lack of skill, the time it takes to get information from a system or application, or lack of awareness that the knowledge they are seeking is even available. It has been estimated that an enterprise with 1,000 knowledge workers loses a minimum of $6 million a year in time spent searching and not finding the information needed for knowledge workers to pursue their jobs. 2 Companies that remain competitive in a challenging business environment recognize that managing and exploiting knowledge through technology is a critical success factor. Today, with marginal improvements in hardware speed and functionality and fewer dollars being invested in products, the efficient management of knowledge in an enterprise is a requirement for profitable business operations. www.factiva.com page 4 To address revenues lost through poor access to information, many companies have invested in some type of KM initiative. Typically, theyve purchased standalone KM applications within a particular department or implemented a sophisticated search engine or Web portal. None of these solutions, however, deliver the promised returns because the scope of delivery is either too limited, applicable only to a narrow slice of workers and therefore not reusable, or only reusable with a great deal of time and effort; or because the scope is too broad, delivering too much information or information that is not relevant to a specific workers need (business process or activity) at that time. Companies need a strategy to max- imize the value of their knowledge investments. EIA (Enterprise Information Architecture) can be defined as all components involved with providing any kind of information to a multitude of end users. Components can be either hardware or software. Its analogous to an orchestra - different components (instruments) involved in providing information (music) to end users (audience). EIA offers a solution to the failures and limitations of the traditional KM approaches. Rather than recommending the implementation of a new system application to solve the problem, it proposes to leverage the existing infrastructure and applications, tying them into a new framework. In the case where there are areas with gaps, then smaller software applications can be added to complement whats already in place. In focusing on integration, EIA makes use of the same paradigm that has successfully achieved a new level of functionality in network engineering. Just as organizations have consolidated networks, hardware, and applications by putting frameworks or enterprise architectures into place, they will as a next step have to consolidate their information assets and deliver KM to diverse user groups through a common framework, in effect creating an enterprise knowledge network. This framework is EIA. The fundamental goal of an EIA is to deliver EII. EII (Enterprise Information Integration) EII can be defined as what is done to organize the information so that it integrates all types of information housed in the architecture. Whereas EIA can be likened to an orchestra, EII is analogous to a conductor. A conductor integrates all the components (instruments) so that music can be played. EII integrates all the information in the EIA to enable users to be more productive in use of the information. EII offers the following benefits: Increased productivity for all users who will need filtered, targeted, and relevant content available when executing automated business processes Reduced costs of managing content and information by eliminating duplicate information, correcting inconsistencies, and reducing total cost of ownership (TCO) of information Elimination of revenue lost through time wasted by highly paid knowledge workers searching for information Increased revenues as sales people are more aware of critical sales support information (for example: best practices, similar deals in other territories, support issues, etc.) Elimination of wasteful spending by improving the value of existing system Streamlined shopping list for new technology based on clearly defined needs and demonstrated benchmarks Scalable infrastructure with reduced deployment, training and maintenance costs for any new applications, as well as reduced time-to-market 3. Challenges in Information Management The biggest challenge today is the same simple one as it has always been: increase sales while controlling costs. Infrastructure such as standalone KM applications, centralized Knowledge Management Systems (KMS), and sophisticated search engines and Web portals have all enhanced information delivery to workers, but they have not delivered productivity and cost savings. Each of these approaches has flaws. Standalone KM applications are problematic because the information they contain may not be accessible to all of the workers who could use the information, and, if access to the system is available to all workers, the information may not be delivered to a knowledge worker in another part of the organization in an www.factiva.com page 5 appropriate format or context. Hence, time is wasted sifting through irrelevant data to find the valuable information that can be cut and pasted into the relevant format. Its not practical to create a single, centralized KMS given the dynamic nature of the enterprise environment and the speed with which the needs of workers must be met. A central KMS would have difficulty meeting the diverse business needs of individual departments and result in unacceptable compromises. A companys e-mail archives, file drawers, department servers and other scattered media often are inaccessible to these centralized systems. 3 The initial goals of portal development were very fundamental and sought to provide a simplified user interface that would facilitate access to information and applications. This technical architecture targeted unified directories that would enable single-sign-on (SSO) to multiple applications and automated delivery of information that a user has subscribed to or had been pre-determined based on a users directory attributes. This approach yielded a tangible user experience improvement but failed in its attempt to deliver radical productivity gains, due to issues of interoperability, customization needs, and other problems related to a lack of standardization. A business that limits its EII strategy to deploying a portal without addressing the fundamental architecture of the contributing applications creates a better way to access applications and information but provides little productivity gains beyond that. Search engines also have drawbacks that diminish productivity, including: Information overload or irrelevant content: A search may return too much irrelevant information or information that is not targeted toward the knowledge workers immediate problem. This can happen because workers, though well-educated and highly skilled, are neither journalists nor librarians. Even the brightest may not know how to ask the right questions or figure out how the information returned is ordered. The search engine may not have access to the data or may lack the capability to respond accurately to the workers questions or to allow enough feedback so the worker can appropriately narrow the context of the query. Inaccurate or missing information: Search engines may not return all available information. Security rules and firewalls can prevent access to content repositories or servers. Information may be stored in formats that are not read or accessed by search engine crawlers. Examples of such files typically include non-text files, such as rich media files, including video and audio files, as well as any data stored in relational databases (client records, financial data, etc.). The same data entered into different applications at different times by different people may contradict itself, due to input errors or different methods of extrapolation. Information may be stored on laptops, in hard copy or other media unattached to the network, or it may not be properly indexed and therefore not available to be searched. To achieve successful EII, numerous challenges in information management must be addressed from the business, user, and Information Technology (IT) perspectives, including: Business Challenges The main challenges are to maintain cost efficiencies while increasing revenue. Specific challenges include: Make employees proactive, not reactive, by providing them with access to the right information at the right time so they can make intelligent business decisions that positively impact the bottom line Leverage investments and maximize utilization of existing systems, such as Customer Relationship Management 4 (CRM) system(s), portals, Human Resource Management Systems 5 (HRMS), and financial systems Enhance consistency and quality of information/data entered into systems so that employees use and archive correct information Reduce new employee training costs User Challenges The main challenge is to reduce time and increase productivity, specifically: Shift time spent from procedural tasks to value- creating tasks Reduce time involved in prolific manual copy-and-paste Reduce number of procedures and time it takes to provide 360-degree view of entities IT Challenges The main challenge is to effectively use technology to maximize revenue and improve productivity, as detailed below: Enhance integration between existing systems thus providing transparent access to all data sources, making employees more productive Establish transparent and relevant connection of users to information Dynamically update users needs based upon continuously updated directory information Position back office systems as back office systems, allow- ing users to gain access and utilize those systems through intuitive user interfaces Implement a portable architecture that facilitates and supports ever changing worker interfaces Historically, companies have addressed these challenges by purchas- ing and customizing new applications that are added to the infra- structure to solve a specific problem (for example, a sales portal). Successes have been somewhat limited due to employee adoption, cost of data integration and maintenance, and ultimately because they are not the one-stop shop that they are expected to be. At the same time, the infrastructure became more complex and discon- nected as more relationships were created between information, applications and users, hence making any new IT initiative in the future more costly and complex, as more data and relationships have to be supported, migrated and connected. Today, companies are searching for decision driving intelligence. However, without beginning with the right Enterprise Information Architecture, this can be hard to achieve. 4. Enterprise Information Architecture Overview Factiva defines EIA in its simplest form as a three-tier architecture - infrastructure, processing and presentation: Tier 1 - (Infrastructure) - Consists of back-office applications, information repositories and directories that contain relevant information about the users Tier 2 - (Processing) - Contains the brains of the architecture which includes the post-processing components for supplementing the intelligence of the information and utilizes the user profile to provide a match to users information needs. The area of post-processing content is a key area where categorization, entity extraction, common key creation, text mining and the dynamic relationships between users and information is created Tier 3 - (Presentation) - Contains the presentation and workflow area that is designed to support the delivery demands of the current paradigm, and supports future workflows 5. Factivas Roadmap to Enterprise Information Integration Enterprise Information Integration is the key deliverable that is gained from EIA. Before an EIA can be implemented, an inventory of all information, applications, user profiles and workflows must be captured and documented. Once we understand user workflows, and what applications and information they use with them regardless of what technologies are in place we can apply best practices. This methodology maps to a four-step approach to build- ing an EIA: Step 1 - Take Inventory: Inventory all Tier 1 components and get a high-level understanding of workflows. Quantify the scope of the initiative so that the appropriate components are reviewed www.factiva.com page 6 www.factiva.com page 7 Step 2 - Prototype and Test: Ideal workflows are prototyped. Evaluate the capabilities of the Tier 1 components for fit and make best of breed component recommendations that will lead to improved productivity in the workflow. Make recommendations on how to maximize the contribution of existing components that will remain part of the EIA. A benchmarking process will list all the tangible comparisons between existing and recommended workflows and assess intangible gains that might not be empirically measurable Step 3 - System Design Phase: Capture all of the functional and technical requirements. Ensure the architecture works within the constraints of the organizations IT standards (including security) and that it will be maintainable and scalable. Develop project plans and budgeting for the implementation Step 4 - Planning and Deployment: New applications must be developed and new workflows must be implemented. The archi- tecture must also be fully supported and maintained. Other tasks associated with deployment include documenting new business processes, building taxonomies, training staff, implementing change management and ensuring successful adoption Some key tasks involved in developing an EIA are as follows: 1. Initial Benchmarking 2. Information Audit 3. Workflow Audit 4. Content Categorization 5. Deployment of EIA 6. Final Benchmarking 5.1. Initial Benchmarking In order to establish a roadmap of the EII initiative for a specific organization, it is important to analyze the status quo and collect honest feedback from knowledge workers on how effectively existing systems and available information support their job responsibilities. (Honest feedback is effectively and anonymously achieved through use of an independent interviewer). This information will be compared to managements perceived effectiveness of the infrastructure and can potentially highlight areas for more in-depth focus. The end result of this phase will be a benchmark study, which will be used at the completion of the initiative to measure improvements and success in gained productivity, morale and hard dollars. The interviewing process is critical in creating an accurate, high-level understanding of workflows. This understanding aids in designing a project scope that is attainable. It is important to define a focus for all projects in order to deliver quality. After the initial benchmarking, the decision is made whether to alter initiatives . 5.2. Information Audit An Information Audit (IA) follows initial benchmarking. The IA creates a baseline for existing external and internal content and associated technologies - search, categorization, taxonomy, Document Management System (DMS), Content Management System 6 (CMS), portal, etc. Benefits of this inventory process include the ability to: understand how information is utilized its value and ongoing costs of information assets including applications identify redundancies and inefficiencies make future deployments faster and cheaper due to easier maintenance and re-use of existing infrastructure 5.2.1. Workflow Analysis To gain a complete understanding of the existing type of information flows and how information is used across the organization, interviews, workshops, surveys and document reviews are used to assess key dimensions of the information environment, focusing on What, Who, How and Why. Basic questions include: What type of content exists? What is the quality, consistency, cost and value? Who uses the applications and how are the relationships connected? How is the information used and is it creating maximum productivity? Why is this information used, and what business value is being recognized? What is the relationship and flow of information to related complimentary information? www.factiva.com page 8 5.2.2. User Properties User profiles providing information about a users position, function, geography and interests (whether explicitly selected by the user or obtained implicitly). These profiles are tools used to determine the relevant directory attributes that drive information for that user. Properties can also be assigned to the user to make search functions more meaningful and more applicable to the users work context. 5.2.3. Applications We use interviews, surveys, document reviews, and use process analysis to assess existing applications for: application use, flow, tasks and goals. 5.2.4. Participants To ensure buy-in and success, the following groups are involved: IT Information professional/library Sales and Marketing Operations Finance 5.3. Workflow Audit Ideally, workflow consists of the procedures by which information in its various formats and tasks are routed (distributed and retrieved) within and outside a company in order to accomplish a business objective. Because workflow is driven by business needs, it is ideally based on predefined business rules and processes. The reality is that workflow often does not follow established procedures or rules and therefore, does not work for the person completing the specific task. The goal of EIA/EII is to streamline the workflow so that business objectives can be clearly defined and their related tasks performed expeditiously. During the workflow audit, management must identify the ideal workflow (as well as the perceived one) and compare these to the actual workflow as employees get their work done. A variety of assessment methods can yield an accurate, three- dimensional view of workflow; the most important method is the interview. 5.3.1. Target Group Ultimately, success depends on user adoption. In order to provide users with effective workflow applications, it is important to understand existing user behavior, ideas and complaints qualified by the source e.g. management, top performers and other perform- ers. While usage data is objective, it can provide the wrong infor- mation unless it is backed up by interviews (for example, some applications might have high usage because theyre slow or require many steps, while others have low usage because nobody uses them). Other applications might have low usage because they are extremely effective, or because nobody knows they exist or how to use them. The best way to understand user behavior, therefore, is by interviewing management, top performers and poor performers to identify best practices and areas for improvement. Because of the sensitivity of the subject matter, its critical that the interviews are performed by an independent party who can ensure the anonymity necessary for high-quality feedback. 5.4. Content Categorization The EIA/EII solution works because it makes technology more responsive to human needs. Just as humans search for information in a variety of ways, a properly implemented EIA utilizes multiple processes for accessing information: Keyword search Exploration of a taxonomy (or hierarchical organization), such as a tree or other structural navigational aid Navigating or toggling between a keyword search and a content hierarchy Transparent searches (results listed without the user having to enter a search; the search runs in the background and is based on the context of the users workflow) Mapping of data keys between multiple sources using discovery to normalize the content and form relationships No matter what access method is used, the efficacy of each depends upon document profiling utilizing appropriate content categorization. Content categorization involves tagging articles and other media to determine useful concepts or other attributes, such as corporate names, dates, places or the names of individuals. Natural language processing is then used to search, summarize, cat- egorize, mine and display content. www.factiva.com page 9 To be useful, content and user profiles must relate to each other. Relationships are identified via logical links. For example, links among user profiles can lead to a grouping of experts familiar with a specific project. Alternatively, these links can be displayed as a list or they can map to a taxonomy, enabling a navigation process. A more sophisticated exploitation of this system can supply a more refined context for the information, for example, certain articles are accessed primarily by physicians while another set is more appropriate for consumers of health care services. 5.5. Enterprise Information Architecture Recommendation The information that has been collected in the first phases of the project will now be used to recommend an EIA. Conceptually, the EIA needs to consist of the following components: An inventory of information assets, plus description of where they reside and how they can be accessed Documentation of workflows that need to be supported Taxonomy that will be applied across all information User information and SSO functionality Content categorization methods Naming conventions Formatting standards (for example, XML) Functional requirements for workflow applications Technical requirements for implementation In order to build the EIA, a project needs to be defined. It will most likely be tied to a specific initiative such as the implementation of a sales portal, consisting of the following phases: Planning Implementation Initial rollout Ongoing rollout to other applications During the planning phase, we also consider scalability of the architecture, all security concerns and the support and maintenance model. 5.5.1. Planning During the planning phase well define the technical and functional requirements for EIA/EII. In addition to that well need a project plan that identifies milestones, estimated costs, resources, components and tasks. 5.5.2. Implementation Based on the requirements set out, the initial infrastructure (hardware, software, and taxonomy) will leverage the existing infrastructure, such as SSO and user directories. Other components might have to be introduced to deliver the full functionality of the architecture. The key focus of this phase is integrating all of these systems according to the EIA that has been defined. 5.5.3. Initial Rollout In order to maximize its effectiveness and usefulness, EIA needs to be implemented corporate-wide; however, organizations might want to focus initially on a department where the highest return on investment can be achieved before rolling it out across the enterprise. By tying the strategic initiative to a business initiative, organizations take an approach of practical deployment and are able to get funding from the departments business champions. For example, the EIA could initially be rolled out as part of the launch of a sales portal. 5.5.4. Incremental Rollouts Once the initial project has been completed and the EIA put into place, subsequent projects will be defined as part of other business initiatives. These projects will leverage EIA to allow the organization to reduce deployment time and costs, since some components have already been integrated into the EIA thereby reducing the number of components to complete the new project. www.factiva.com page 10 5.6. Final Benchmarking After the initial EIA is deployed, we need to measure how well it has met business objectives. During the final benchmarking task, we identify where progress has been made and what next steps need to be taken. Using metrics discussed in Section 6 below, we calculate the ROI. 6. Business Benefits, Measuring Return on Investment (ROI) To measure the ROI of a project, we need to take into account both qualitative and quantitative returns. Quantitative benefits: Reduced costs through eliminating duplicate information, consolidating information assets, and achieving economies of scale Reduced costs and time frames for new projects that can leverage the EIA framework Ease of integration for future applications (this reduces the costs of future IT projects) Reduced costs associated with changing core applications (obtained through a review of IT budgets) Training Qualitative benefits: Increased productivity because of reduced time spent on copying/pasting information, looking for information and availability of information within context Increased abilities to make effective decisions due to targeted access to critical information Increased productivity due to portability and the ability to deliver to multiple targeted devices (for example, to a desktop PC via a browser, to a PDA with a mini-browser, to a frame within a portal application, to a Blackberry) without changing the underlying systems Ability to implement content categorization without touching the core application, thereby maintaining a standard product as opposed to a custom one, which increases productivity and thus reduces implementation and ongoing maintenance/support costs Allows you to deploy best functions without being bound to inferior functionality that comes with core applications Business Process Management (BPM) Ability to build consistent and usable user interfaces 7. Conclusion Throughout this White Paper, we have presented you with two important points : 1.) Enterprise Information Integration is a key goal that can be achieved as the result of deploying an Enterprise Information Architecture. 2.) A solid Enterprise Information Architecture is critical to the success of enterprises today. Critical because millions of dollars are lost each year by having cumbersome systems that produce silo objectives and dont OPTIMIZE the value of a platform that allows for flexible integration. There is a way to integrate systems to get the kind of information that increases productivity, reduces costs and maximizes revenue. Factiva is one of the few companies positioned to act as a trusted advisor in deploying systems that support the EIA/EII model. We have decades of practical experience building information systems based on the true relationship between people, information and related information, and understand how information systems and editorial enrichment work together to formulate an end-to-end system. Our expertise in content aggregation, content normalization, editorial workflows, user processes, taxonomy development and user interfaces are validated by numerous industry awards. Moreover, because Factiva is vendor-agnostic, we have no agenda that requires us to continue providing legacy support for systems that dont deliver value. Factiva can help you reduce the cost of customizing applications by shifting development to a more neutral point in the architecture. We analyze what is needed and implement only what is necessary. Factivas roadmap to EII is the result of more than 20 years of helping more than 80 percent of the Fortune Global 500 manage www.factiva.com page 11 information. Our roadmap is designed to maximize your knowledge investments. We use strategic analysis based on existing information, components, workflow and the needs of knowledge workers to formulate a plan that also takes into account your respective IT and business strategies. We define EIAs that will power your knowledge initiatives as they enhance decision-making and business development across the enterprise. The fact is that some companies have taken technology and used it more effectively than others. And the ones that dont use technologies effectively fall behind.- Microsoft Corporation, Chairman William H. Gates III, quoted in the August 25, 2003 Business Week special report on the future of technology. 7 (1) The card that started it all, by Neil Steinberg, Chicago Sun-Times, March 13, 2000. (2) April 2003, IDC #29127, Volume 1 Tab: Users (3) April 2003, IDC #29127, Volume 1 Tab: Users (4) An integrated information system for planning, scheduling and controlling the pre- and post-sales activities in an organization. (5) An application that integrates many human resources functions, including benefits administration, payroll, recruiting and training and performance analysis. (6) CMS initially focused on scanning, storing, and managing an organizations documents within an organization but today it typically is used as a catch-all for document imaging, workflow, text retrieval and related multimedia management. CMS is software that provides storage, maintenance and retrieval of documents and all related elements. (7) Why Tech Will Bloom Again: The Future of Technology, by Robert D. Hof, Business Week, August 25, 2003.