L. Gary Boomer, of Boomer Consulting in Manhattan, Kansas, says management concentrates on hardware and software to the detriment of execution. Management also discounts the importance of change and the acceptance of it.

Consider the following to increase the chances of success in a content management project:

• Document management means change. Partners often avoid change especially when the firm is doing very well. The attitude that “We are making more money than ever—why do we have to change?” is dangerous. Technology is an important antidote for the shortage of people.
• Don’t think of the project as an IT project. Think of it as a firm project. It should not be led by IT or administrative personnel. The project manager should report to the CEO or the COO. The Sedona Guidelines call for participation by firm management and attorneys, along with support from IT. For a copy of the guidelines, visit http://www.thesedonaconference.org/dltForm?did=7_05TSP.pdf.
• Develop a plan and a budget. Include the three most important objectives. Make sure there is consensus in the firm before you begin.
• Beware of political issues that cause some departments to be favored over others.
• Content management projects take at least one business cycle for proper execution. Don’t start the project in the fall.
• The firm’s current system should be documented to ensure there are no divergences between management perceptions and realities. Streamline the current system before automating it.
• Provide strong training programs. Be sure all partners are committed to the training.

From Accounting Today, July 10, 2006, SourceMedia Inc., One State Street Plaza, 27th Floor, New York, NY 10004. For the complete article, click on the following link: http://www.webcpa.com/article.cfm?articleid=20841&;pg=acctoday.