ISO 10244:2010

INTERNATIONAL ISO
STANDARD 10244
First edition
2010-07-15

Document management — Business
process baselining and analysis
Gestion de document — Établissement des références du procédé
d'affaire et analyse




Reference number
ISO 10244:2010(E)
©
ISO 2010

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ISO 10244:2010(E)
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ISO 10244:2010(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies
(ISO member bodies). The work of preparing International Standards is normally carried out through ISO
technical committees. Each member body interested in a subject for which a technical committee has been
established has the right to be represented on that committee. International organizations, governmental and
non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the
International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 2.
The main task of technical committees is to prepare International Standards. Draft International Standards
adopted by the technical committees are circulated to the member bodies for voting. Publication as an
International Standard requires approval by at least 75 % of the member bodies casting a vote.
Attention is drawn to the possibility that some of the elements of this document may be the subject of patent
rights. ISO shall not be held responsible for identifying any or all such patent rights.
ISO 10244 was prepared by Technical Committee ISO/TC 171, Document management applications,
Subcommittee SC 2, Application issues.
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ISO 10244:2010(E)
Introduction
Organizations with the desire to review existing processes and identify which technologies would benefit the
organization constantly face the challenge of trying to determine how much information needs to be gathered.
Many organizations prepare work or business process-related baseline documentation not containing
sufficient detail, forcing the selected solution provider to develop this level of documentation after the
technology has been selected. Not having a clear and detailed understanding of where technology-based
change and non-technology-based change are appropriate can greatly reduce and at times prevent
successful implementation of the selected technologies.
The goal of this International Standard is to provide sufficient information enabling organizations to understand
what work–business process related information should be gathered along with the level of detail required to
properly identify the required/desired technology enabling the organization to address business goals,
objectives, and requirements identified during the baselining and analysis efforts.
Terms and acronyms associated with various aspects of electronic document management systems (EDMS)
technologies commonly change over time, especially as technology developers and vendors update product
lines and solutions to address customer requirements. In most cases, new terms and acronyms reflect
updates and changes to how these technologies are utilized, incorporating additional levels of functionality,
and they are very rarely a result of an entirely new core technology. This is important to note, as the core
EDMS technologies are constantly maturing and solution providers are not only identifying new approaches to
addressing organizational issues and requirements, but also expanding the use of these technologies into
areas previously unconsidered.
There is a difference between enterprise content management (ECM), electronic content management (ECM),
and EDMS. For the purposes of the discussion within this International Standard, the use of the abbreviated
terms EDMS and ECM are identical from the perspective that both require the use of core technologies along
with policies, procedures and methodologies to successfully design, implement and manage electronically
stored information.
Enterprise content management is defined in ISO 12651 as a set of tools and methods that allow an
organization to obtain, organize, store and deliver information crucial to its operation. It can be broken down
into five major components:
a) capture,
b) manage,
c) store,
d) preserve, and
e) deliver content.
Electronic content management is considered to be synonymous with EDMS in that it focuses on the
technology aspects of the overall environment.
This International Standard provides both user and technical levels of information and guidance detailing
specific activities and tasks identified throughout the EDMS industry as being the industry standard associated
with documenting all aspects of the business process and analysing those business processes to determine
where technology-based change is appropriate and where EDMS-technology-based change would benefit the
organization. The type of business does not matter when doing a baseline as the baseline is documenting the
individual business processes regardless of the business.

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INTERNATIONAL STANDARD ISO 10244:2010(E)

Document management — Business process baselining and
analysis
1 Scope
This International Standard specifies the detailed information associated with the activities organizations
perform when documenting existing work or business processes (business process baselining), defining the
level of information required to be gathered, methods of documenting the processes, and the procedures used
when evaluating or analysing the work or business processes.
This International Standard provides tools for organizations to identify relevant aspects of processes and to
document them in a standardized format, thus permitting them to facilitate detailed analysis and identification
of relevant technology(ies) so as to improve the processes or procedures.
2 Normative references
The following referenced documents are indispensable for the application of this document. For dated
references, only the edition cited applies. For undated references, the latest edition of the referenced
document (including any amendments) applies.
ISO 12651, Electronic imaging — Vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 12651 and the following apply.
3.1
process baselining
process of documenting the information flow through discreet activities performed by an organization
3.2
detailed baseline
description of all aspects of a process incorporating inputs, processing and outputs for an existing process or
activity
4 Business process baseline schematic overview
4.1 Preparing to gather information
4.1.1 The first step in gathering information for a process baseline is to identify the organizational goals and
objectives associated with their plans and expectations. These goals and objectives will help structure what
aspects of the organization should be evaluated, as well as providing a level of structure and focus for the
users involved in the entire process.
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ISO 10244:2010(E)
4.1.2 The next step in developing a business process baseline is to identify resources that will participate in
the information gathering, review and approval. Whenever electronic document management systems
(EDMS) technologies are implemented, there is a significant impact on the organization requiring careful
change management. These projects may contain resources from the following portions of the organization.
⎯ “Champion users” are selected individuals within the organization who have a full understanding of
specific activities. It is preferred that these individuals be “lead users” or “senior users” and not
supervisors or managers, ensuring that representation associated with how work is actually performed is
captured at the detail level and not just the management view of how work “should be or typically is”
processed. These “champion users” can also provide bi-directional communication to their peers and
other team members, solicit input on specific processes/activities within their responsibilities, ensure
information gathering is complete and accurately captures the real process, etc.
⎯ “Management” are the selected members of the management team who identify “champion users” and
ensure the team has time to provide the information being solicited and actively encourage the team to
assist and participate. This is critical as the management team will also need to establish clear
understandings as to how the new technology will be used, the impact on the organization, etc.
⎯ “Records coordinator” or “records manager” may be consulted to develop rules on how to index, save,
and dispose of the various documents, records, or documents and records that are generated.
4.1.3 Once the people to be interviewed have been identified, it is important to ensure that adequate time
has been set aside by the management team to participate in the process baseline activities. Without having
time set aside from other daily work activities, users are typically unable to devote the time necessary to
participate. The amount of time required will vary from organization to organization and should be estimated
during project planning. Another activity that will be of value to the organization will be a task or activity
description document showing who will be needed, when, and for how long. This will assist the organization in
personnel planning.
4.1.4 It is then important to identify the process analyst. There are two different approaches for identifying
the process analyst:
a) select the analyst who is already familiar with the processes; or
b) select the analyst who is already familiar with the technologies and has directly participated in the
implementation of those technologies.
It is important to note that while it is of value for the analyst to understand how the organization currently
performs its duties and functions, typically there is greater value for the analyst to fully understand how
content management technologies operate and allow the organization to provide information on how they
function.
The difference between having an analyst who is an expert in the organization as compared to the technology
expert analyst is that if the analyst is not already familiar with the organizational processes, there are no
preconceived notions or expectations that may lead to a potentially biased view or analysis. In some cases,
the organization may want an expert in both areas, but the organization should also consider the change
management activities. During the initial information gathering phase, the champion users will begin the
change management process, including the ability for them to share what is working for them, what needs to
change, and more importantly to establish a mechanism for them to feel a part of the process and to establish
a level of “ownership”. This is very important because the more “ownership” the users feel, and the greater the
level of detail that the analyst will receive in a shorter time period, the faster these types of projects can
progress. Furthermore, the more the users participate, the more issues and ideas for change will be identified.
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ISO 10244:2010(E)
The analyst should ensure that the appropriate level of information is gathered, and that the organization
understands the level of detail required to properly complete the baseline and subsequent process analysis.
To prepare the organization, it is helpful to review any existing documentation, including
⎯ existing task level process baselines (most organizations have at least one version of these documents,
all at different levels of detail and completion),
⎯ process/procedure manuals used by users (identify if they are current or need to be updated), and
⎯ time studies or metrics (if current and available).
When organizations already have process level documentation prepared, the analyst should take into account
that the users may be reluctant to participate in the new process baseline activity, as they may feel they have
provided the information in the past or they have participated in this
...