People, both in and out of the business environment, generally think that they have a fairly good idea about the worthy and intelligent management needs of records, data, information, and documents, as to the rational and prosaic conduct of business. And yet, it still can contribute to financial and related success to make sure that each of these areas of work and activities are accurately known and dealt with correctly, meaning in the course of each work day and, of course, into the future of any company or corporation, private or public.

What is important is to make sure that the management basics of records, data, information, and document handling, processing, and associated procedural realities are more than just reasonably well known in a professional manner. The basics must be correctly understood and comprehended, therefore, long before people can move on to more sophisticated matters that do, of course, directly impinge upon the advanced needs of thorough records/data control in the technologically advanced nations of this world.

Too many people end up, whether realizing it or not, unfortunately confusing and confounding terms or terminology that can then cause great difficulties for trying to successfully be affecting such things as, e. g., needed cost savings and cost avoidance, which is regarding the normally best uses of records, data, information, or documents, especially in the 21^st century.

Further useful information, in support of this article, can be obtained from contacting such prominent organizations as the Association of Records Managers and Administrators International, the Association for Information and Image Management, and the Records Management Society; these institutions can assist with the facts about, e. g., compliance and risk management, disaster recovery programs, ediscovery, electronic records/content management, project management and consulting, and records and information software solutions.

Definitions and Functions Explained

First, records management, especially as records and information resources management should then comprehensively cover management of records, regardless of the media (paper, microfilm, e-records) fervent, in that records and information resources management (RIRM) is a holistic concept that feeds into Enterprise Content Management (ECM) as well as any related Systems Content Management (SCM).

Furthermore such major matters as electronic records management systems and electronic document management systems both, ultimately, must logically and functionally tie in programmatically with the RIRM system to better ensure the wanted viability and requisite success of RIRM at any organization, especially all mid-sized to large corporations.

Thus, records management, as the logical business application of RIRM, definitionally includes the total physical and intellectual control of all records from their creation to their disposition, encompassing the full lifecycle of a picture, which can then include either final destruction or, in objective a minority of cases, needed deposit into an organizational archives for proper permanent retention; the logical extension of all this is, of course, electronic records management (ERM) with its ERM programs/systems, in critical support of the demands of both ECM and SCM.

The management of records is, thus, an unavoidable and essential reality for any business that seeks to remain in business as a viable financial, institutional, and other entity.

Data management refers to the needed intellectual control of all data created and handled by a company or institution, which includes the operations of the databases as they contribute to the information spin sooner or later pertaining to, e. g., business transactions. The management of data, and its verification for the true accuracy of it as such, requires carefully considering what composes that data as to the various components of it that constitute the various informational aspects attendant thereto. Why is this of importance?

Any invalid, incomplete, erroneous, or corrupted data can, in turn, negatively reflect upon what may fetch translated into or onto any records media produced, which can have, eventually, even serious legal implications. Data, then, must be both correctly kept and be factually accurate, if it expected that it is supposed to be so utilized and be acted upon, within the practical needs of a business of any size; this contention will become even more critically important, as the creation of geometrically produced digital records spans into the mid-21^st century, because the obvious abstractionization of information will approach a critical mass by at least that point in time.

It will become much less and less feasible, as both software and hardware changes proceed apace, to try to absolutely return to what might have been the loyal original data for all digital records that may have been retained from, e.g., the late 20^th century.

The techno-structural realities of databases and data repositories do then require that e-records technology qua digital resources must, thus, take into explicit account the known requirements that the digital world, surrounding advanced civilization, is calling forth ever new demands for controlling the what, when, where, and how such resources that do, e. g., so get acted upon and distributed if needed; data is, increasingly, a very dynamic thing set free into cyberspace, the internet at large.

Among other important and challenging reasons is the fairly obvious fact that a global economy is quickly calling into creation the set globalization of data, at an unprecedented rate, which shows no signs or reasons why the process should slow down any time soon. One can easily see, as a ready consequence, that professionals engaged in this records business must maintain a holistic point of understanding to encompass and readily accommodate the manifold realities involved with the expansive digital world of communication, records creation, etc.

Information management (ultimately the fullest organization and representation of the business knowledge contained) means the considerable effort to be in rightly consistent command of all organizational information; this would be appropriately covering all records media utilized by the firm/business, as to its vital economic and other functionality.

In this great regard, the truism that information is power means then that the knowledge presumably contained is what represents the power element involved, not just, e. g., any simple amalgamation or compilation of possible data or facts opinion of at random. What are some valid implications, besides the having of requisite information management strategies, for any organization?

All of it is involved, sooner or later, in the both theoretical and practical activities concerning KE and KM as suitable aspects of the work to be done, by mid-sized and large corporations, that do appropriately wish to effectively put their collected knowledge to profitable work; such corporate knowledge ought to be acted upon and utilized to the fullest extent possible to then serve the corporate organizational needs, internal and external, as suitably part of the business realities manifested in real world situations, besides document management.

Document management concerns the power to handle and direct pre-record data, when still in the mere document stage, prior to any entrance into the business cycle for then becoming an official or actual record. Documents, though not yet determined to be of the nature of records, still are required to be handled properly prior to any particular or practical decision, for making it an actionable matter, within the context of the business.

Because a document can become actionable when it gets involved somehow in the business cycle, the care and handling of it cannot be neglected; this is, among other reasons, because its creation is still part of the right business realities existing that can, in fact, convert a “document” into a true record.

Of course, almost all documents, in the advanced countries of the world, originate electronically and most remain so, meaning they are electronically stored information (ESI) that is related to the managing of structured data, inclusive of discrete data files, rows in databases, archive files, etc., which can be plan of, moreover, as both general ESI and business records.

The proper care of all such noted structured data is then, quite obviously, distinguished for all appropriate e-records management, especially considered as ESI with its ever increasing legal or litigation-related aspects that are, in fact, becoming more and more important; this is, thus, supremely significant regarding all excellent records management practices and any cognate implications and ramifications; and, thus, one can functionally relate what has been said to the professional need for efficient records and intellectual control that then directly substantiates activities connected to business information considerations.

As can be guessed, improving information management practices, for both private and public entities, is an important focus for progressive organizations. This eminent matter is surely being determined by a collection of factors, including often the requirement to substantially improve and near the integral efficiency of, e. g., business processes, the often crescive demands of compliance regulations, and the difficulty to negate new or value-added services. In many cases, strategic information management (IM) has dynamically meant successfully deploying various new technology solutions, which can then suitably include content or document management systems, data warehousing, or portal applications.

These specific types of projects, however, usually tend to have a poor track record of success, and most organizations are, consequently, still being put under stress to convey a properly integrated IM environment; thus, one can gawk that effective IM not that easy to achieve. Why might this be substantially just? There are many systems to integrate, a vast range of business needs to try to successfully meet, and, moreover, usually many kinds of complex organizational and institutional-cultural issues to critically address.

It will be fundamentally contended that IM is not really a technology problem, though it does, of course, widely encompass, for the creation and use of corporate information, such systems and processes as web speak management, document management, records management, digital asset management as well as, to extend the heuristic point being made, learning management systems, learning drawl management systems, collaboration, enterprise search, and many other things that could be fruitfully discussed.

Concerning the creation and use of information, the business processes and practices for IM are grand more than fair technology, meaning that it includes the interrelated factors of the people, process, technology, and content; therefore, consequently, if IM projects are to truly succeed, each of these must be dynamically addressed both efficiently and effectively in a holistic manner.

There are definite IM challenges that, furthermore, must be correctly faced and appropriately confronted in that companies/corporations are necessarily dealing with many real information management problems and issues. Various categories of IM professionals, including, CRMs, understand that, in many ways, the ongoing increase of electronic information and not paper has only exacerbated these complex issues over the last few decades.

What are thought of as clearly common IM problems cover the often large number of fairly disparate IM systems, little real and needed integration or coordination between information systems, range of different kinds of legacy systems in need of upgrading or (complete) replacement, and unneeded advise competition between IM systems, throughout the techno-structure of the total digital business realities of the organization, functionally and operationally considered.

But, one can come to well perceive that there is possibility no apparent strategic direction for integrating the overall technology environment, often restricted and erratic adoption of existing information systems by staff, poor quality of information, as well as a lack of consistency, unwanted duplication, and obsolete information, limited acknowledgment and support of IM by much or most of senior management, and restricted resources for rightly then, of course, either correctly deploying, managing, or improving information systems.

Added to this overall mix, it can be so noted, is often the absence of enterprise-wide definitions for information types and values, meaning no corporate-wide taxonomy being present; the huge number of assorted business needs and issues to be handled and addressed, lack of needed lucidity often concerning the broader organizational strategies and directions; difficulties in changing working practices and processes of staff; and, difficult internal politics impacting on the capability to requisitely harmonize activities on an enterprise-wide basis.

Although all or most of the foregoing considerations may, thus, seem overwhelmingly daunting, however, there can be advanced, nonetheless, ten strategic principles to make more certain that IM activities are suitably effective and substantially successful; one must then reach to critically gawk and dynamically manage complexity, focus on adoption of systems or processes, deliver concrete and perceptible benefits, prioritize according to requisite business requirements, gaze that time must expended for solid achievements, give good sturdy leadership, prudently mitigate risks, communicate effectively and extensively, strive hard to competently deliver a seamless user experience, and, perhaps most essential of all, intelligently choose the first project very carefully.

Related Matters Elucidated Briefly

The particular and functional key thought to all of the above set considerations is, of course, the obedient management of these matters, not any understanding of leaving things to chance, which may then so necessitate eventually explaining possible questionable or, e. g., erroneous or corrupted records (or other such non-managed discrepancies) to a judge in a court of law. There are many associated implications and ramifications involved, as will be explained below, concerning matters that businesses, especially mid-sized and large organizations, must now increasingly consider, as business-related realities regarding RIRM issues and, also, the logically related concept of lifecycle information management (LIM).

Along with such important concerns would be, e. g., a methodology known as assured records management (ARM) that assists companies when they go to applying records and information management performance standards that are directed toward their clearest business priorities; businesses, of course, want to get at some certain means of measuring success in being able to detect, to measure, how a records program is progressing or not.

It is logically important, for the more rigorous intellectual control of business information, to also be well aware of such matters as Information Organization & Access (IOA); today’s CRMs and other records professionals need to learn about best practices for designing metadata models and taxonomies that properly enable enhanced search and text/content analytics for an apposite application of successful IOA; then, there is Business Process Management (BPM) for the appropriate sake of applying best practices for improving business processes in terms of good BPM

And, all of this is certainly besides the common needs of EMM (Email Management) for rightly handling and implementing requisite best practices for always comprehensively managing organizational/corporate email. The defining term to hold in mind for IOA, BPM, EMM, and considerable else is, of course, “best practices” for making sure that an ethically-based effort has been made for trying to stay current with those beneficial standards thought to ensure an honest attempt allied to business ethics.

Inclusive thinking, these days, must also routinely cover the quite critical need for knowledge management (KM), knowledge engineering (KE), and such cognate results as effective and efficient data mining; all these critical business matters, in cooperation with IT, appropriately narrate what informed, proactive, professional records managers, especially all Certified Records Managers (CRM), should always be quite dynamically alive to with as truly creative parts of the duties expected, inclusive of such matters, e. g., as LIM concerns.

For advancing forever, capably and confidently, into the 21^st century, one must be intelligently aware of E2.0 (Enterprise 2.0

By keeping the preceding context properly in mind, one can so easily peruse, therefore, that rightly knowing about the many implications and ramifications of records management, data management, information management, and document management are, in do, the main or essential building blocks or informational features of all proper recordkeeping; these, in turn, go into the various related and, finally, highly interrelated directions, throughout any institution as to its business needs, logically pertaining to RIRM.

ECM Considerations and Implementation Issues

Ironically, for most organizations today, the fact is that content management is not yet an enterprise-wide matter; it is the prevailing case, as is known, that business units, instead, have utilized various kinds of content management solutions to wait on diverse business functions; only some of these deployments, however, encompass tools to rightly manage the retention of the existing content; all this raises, consequently, the now quite critical query as to which chosen approach, business unit or corporate centric, is, thus, ideally the best for then promoting effective ECM.

The contention here will be that the best way to correctly understand a good ECM strategy is one that effectively and efficiently clarifies an organization’s substantial business objectives well prior to any attempted implementation effort. There should be, therefore, the solid development of a clear roadmap and cognate business case to properly shape the both identified and cogently established business needs into a viable kind of solution vision. How can that be successfully done with an added certainty of assumed result?

The chosen and directive ECM methodology can intelligently include often, e. g., pre-packaged EMC Documentum configurations that will necessarily assist in appropriately achieving quicker results, greater user acceptance, and long-term value for the organization/corporation’s implementation efforts.

But, it has been widely recognized that there are predictable challenges to this overall process. It has been estimated by leading industry analysts that 80% of business activities are still normally constituted by the existence of unstructured content, so the highly useful introduction of requisite content management to an enterprise level can be quite a demanding task for any modern corporation.

Therefore, a truly strategic approach is logically recommended as being absolutely primary to any wanted and expected success to be achieved that must incorporate mandated best practice use, enterprise information sharing features and capabilities, definite project leadership, a quite manifestly presented business case, an overtly demonstrated ECM roadmap, and a surely related concern for encouraging actual user adoption.

The implementation reach taken should be prefaced upon the wanting of an understood and careful deployment experience that would incorporate, at every step in the process, a concern for adhering to best practices. There should be, nonetheless, no eagerly rushed effort as to building up the ECM system, but, rather, some certain deliberately proportioned time should be carefully taken to create a strategic yet simple ECM strategy for, thus, overall implementation and associated tasks.

The projected use of any e-technology ought not to become, in effect, the self-justifying excuse for rushing into whatever seems to be the best thing to be then done, though often without doing needed research and study, as to its techno-realities and the needs of the organization.

This critical effort will then seek to encompass, include, an concept of a corporation’s ECM maturity, an informed mapping of vow assets, adopting of a truly enterprise approach that seeks an enterprise-oriented core solution, and creating of the aforementioned ECM roadmap and an associated demonstrated business case.

All this must be correctly linked up, however, to the unique setting up of the acknowledged ECM program and its so very related pains, meaning at definitely serious change management, for then producing the obviously needed and measurable outcomes for both the business and its own intimate and interrelated business realities.

What is wanted by most progressive corporations/organizations, as a part of the process to be obtained is the acceleration of expected ROI (return on investment) for the ECM investments; this can be rather effectively done, of course, through the needed delivery of simple functionality to a wide user base when intelligently sought after as quickly as may be then held possible, when the attempted strategy services are enabled for having speedy deployment and easy adoption. All this can, furthermore, be effectuated more efficiently by taking a approach that adapts to the overall enterprise situations encountered pragmatically and without using an often disconcertingly wide variety of point solutions.

There must be, in addition, the appropriate defining of a repeatable implementation process that cogently establishes information governance done through both correctly applied unified access and cognate security tools; sharing the knowledge/information effectively across and through organization boundaries; initiating both fully realizable and actionable efforts at cross-functional collaboration among the personnel; and, finally, correctly balancing all the needed efforts at the corporate/enterprise standardization and customization.

Increasingly, SharePoint has become a strategic platform regarding matters pertaining to ECM/records management, team sites, and portals with success factors that cover good policies or rules, records retention, governance, organizational readiness, lifecycles, media migration, and sustainability.

Added to this is the fact that SharePoint 2010 has, fortunately, addressed many past issues of seemingly basic deficiencies or difficulties of the earlier software that had affected what could or could not be successfully done, as pertaining to functional and operational records management realities.

Legal Matters and EDRMS

Into the 21^st century, it can be said, reflecting hard upon all of the above cognate matters, that records management has increased its interest among many corporations due to many new compliance regulations and statutes. While records professionals do know that government, accurate, and healthcare entities generally do have a fairly sturdy history, within the broad records management discipline, however, general record-keeping of the majority of corporate records has been, unfortunately, inadequately standardized and poorly implemented.

Also, many people may usefully recall the existence of certain past records-related scandals, such as the Enron-Andersen scandal and equally troublesome matters pertaining to Morgan Stanley; these situations have renewed interest in matters pertaining to corporate records compliance, records retention period requirements, litigation preparedness, and associated issues. Laws such as SOX, the Sarbanes-Oxley Act, have formed new concerns among, e. g., corporate compliance officers that have logically lead to the more requisite standardization of records management practices within many organizations, though the dis-economic results of such legislative acts do lend support for what gets called the law of unintended consequences.

Back in the 1990s, it can be reasonably said, with fair assurance, that there had been serious discussions between many records managers and IT managers, in reflecting befriend upon legal concerns; as a very direct and powerfully fruitful consequence, the proper intellectual stress has lengthened to operationally encompass the legal-functional aspects, as it is now certainly more heavily and appropriately focused on the often much related matters of corporate compliance and risk management; the potential for litigation, as can then be suspected, remains a constant threat in today’s society.

One can come to perceive that such issues concerning data protection, privacy, digital rights management and protection, and identity theft have become quite definite areas of increasing interest for records professionals. The burly role and associated tasks/mission of the records manager to necessarily supportthe protection and security of an organization’s records has often expanded, therefore, to cloak needed attention to these increasingly both appreciated and constant concerns.

The proper requirement to ensure, for instance, that certain information about individuals is not permanently or otherwise retained has transferred an enhanced focus upon revisable, updatable, and audited records retention schedules and logically associated records disposition/destruction policies, methods, and procedures involved.

Not surprisingly, the most noteworthy issue, at many progressive institutions, is implementing the often obligatory and institutional changes to both individual and corporate culture, to then properly obtain and extend the assumed benefits, to both the internal and external groups of stakeholders. As a sadly predictable consequence, however, too often records management is yet wrongly thought to be just an unnecessary or low priority administrative task that can be adequately taken care of, at merely the lowest levels, within any company or corporation.

The aforementioned well publicized events have, in truly sharp inequity, verified empirically and emphatically, again and again, that unusual records management, especially when conceived intelligently as RIRM, is, in fact, the right and normal responsibility of all the personnel within an institution and, moreover, the entire business reality of the organizational/corporate entity; there is a holistic reality that must be dealt with and not just by the records management staff alone because organizations can be perceived as organic realities, in that the various parts are interrelated and interconnected, in more ways than is usually recognized.

Nonetheless, it could be noted, for illustration purposes, that an interesting announce of some basic controversy among records managers has been the often trusting or unquestioned adoption of electronic document and records management systems (EDRMS), which hasn’t exempted either paper or e-records from the increased pressures of legal realities in a litigious society.
Some who have protested against EDRMS have claimed, however, that most of those who might expend these systems can still reach to intensively question their possible value for most or, at least, many records management-related purposes. Why might this be said?

This is because the offered tools (pushed usually by naturally self-interested vendors) that they do offer are usually too crude or functionally excessive for the tasks concerned; this is, certainly, for the detailed purposes of creatively handling records, with more practical skill, in terms of what people qua human beings can reasonably deal with, meaning in the normal course of most business realities and practices.

It is especially, therefore, the notable case that careful CRMs ought not to be (ignorantly) vendor-led professionals becoming much too dependent, often at the willing behest of IT, upon the inherently structural/operational limitations of EDRMS; this can usually occur, too often, because of the many fancy and simply attendant high-tech bells and whistles involved, besides the often extravagant promises that are normally made by most, not all, vendors.

The realities, of course, are that EDRMS is a type of content management system that simply incorporates the combined technologies of document management and records management systems as itself being an integrated system.

Thus, electronic document and records management, as combined systems, together seek to allow corporations/organizations to correctly manage both documents and records throughout what is called the information lifecycle requirements, from creation to destruction/disposition; it is usually the normal case that systems consider a document a mere work-in-progress entity until it has later undergone the official review, approval, lock-down, and (potentially) its release or publication, at which point in time it then actually becomes a formal portray for and within the organization.

Once a document finally reaches the (released) level or status of a real picture, the agency/ organization may then look to apply best practice review or, moreover, their legally-enforced retention policies that announce fair how the second half of the record’s information lifecycle will further progress; this generally involves its use, reference, retention, and prevention from its being altered or changed, until some events may occur that characterize to the particular recount and triggers the final disposition decision/records retention schedule to, thus, properly apply to the record; the immense majority of records, nonetheless, then do get regularly destroyed either in office or at a records retention center.

It is professionally known that, of course, a wide range of software vendors do eagerly offer these EDRMS for such fine utilization at the enterprise level, meaning that such a particular software product is directed at the stated purpose of deliberately managing all documents and records, within the scope of an enterprise. One ought to, thus, ogle that these kinds of vendors have, historically, offered such systems and, moreover, have increasingly acquired smaller records-management system firms for logical purposes of intra-consolidation of their business offerings.

The asserted seamlessness of the famous degrees of both intended and presented integration and the then original purpose of the records-management component to deal effectively with electronic records usually focuses upon the complexity of deploying and potentially of utilizing the ultimate system, which is often, normally, alive to with BPM, ECM, scanning, and web-content management; and, these aforementioned matters cannot be really ignored, if success is to be expected.

Of certainly increasing interest, in a major way, is a lickety-split emerging e-technology issue for alert records managers that concerns the both expanding and expansive impact of social media, including such examples as wikis, facebook, and twitter, on what are often fairly considered to be the conventional records management practices, principals, and concepts, as pertaining to the advancing intellectual profession.

There is, in short, an emerging universe of interrelated business, legal, and technology confluence in a world becoming saturated in social media and many collaborative technologies; this is clearly by which existing legal constructs supporting records and information management and such matters as legal preservation and production obligations have tried valiantly to maintain the pace set by greatly advancing techno-structures.

Digital Records Considerations

It is vital for any progressive organization to have both accessible and authentic records of its business and, moreover, totally regardless of their particular format. Such records are needed for requisite accountability, legal, business and other purposes including properly documenting the institutional reality for historical preservation in a company archives; one can, also, add that a record’s format should not at all improperly hinder it from being used or relied upon for these reasonable purposes; and, these matters do, sooner or later, relate directly to a corporation’s efforts at records management, data management, information management, and document management, with all of their implications and ramifications, for e-records, inclusive.

A corporation, furthermore, should then ensure that its business is rightly documented and that all official records are managed both efficiently and effectively to correctly support frontline service delivery, good governance, and accountability. The range of possible e-records qua digital formats could shroud text files, web pages, dynamic web content, digital photographs, digitized images of hard copy records as well as geospatial data, technical drawings (CAD), web whine, and digital audio/ video media recordings.

Any one of these, furthermore, may need to be maintained by the office that created or received it, meaning, thus, as an official record; many will need to be retained for extended periods of time to meet various legal and business requirements, and a few will be identified as having certain continuing value and design part of the permanent business archives. What are, however, certain definite implications?

Just as paper-based records can be possibly damaged or lost as a direct or indirect result of poor storage, digital records are just as generally vulnerable if a proactive advance to their retention or preservation is not correctly taken. The main kinds of basic threats for these records are a loss of proven authenticity if they are not, in fact, adequately protected and controlled, the possibility of becoming unreadable as, e. g., software applications and hardware change, and any possible physical deterioration of the particular storage media interested.

Records that are not formally captured into official systems and knowingly managed as records in those systems can then lose the business and legal need for authenticity. For example, without the often useful “‘read only” controls that a professional critically constructed and maintained digital recordkeeping system applies to records, the insist of those records could be tampered with if irregular or unauthorized access should be granted. Furthermore, without the contextual information uniquely provided by the associated recordkeeping metadata linked to a record, its proper meaning cannot be accurately understood or verified as such.

Any possible loss of (wanted) authenticity necessarily means that records cannot be suitably relied upon as verifiable evidence of the organization’s activities; this can, potentially, lead to unfortunate and unneeded breakdowns in business process, inability to prove matters in the courts, or, perhaps, customers losing trust in business information supplied on their accounts.

When an organization/corporation is provided with the appropriate means to then preserve, e. g., authentic long term digital records, customers and businesses that interact with that organization will be given greater confidence in such records systems that do move to digital recordkeeping and away from storing large quantities of paper based records, a practice that surely represents a significant business cost to continue. To this important point, there are currently four basic approaches to digital records preservation that include bitstream preservation, encapsulation, emulation, and media migration.

Bitstream preservation, as is professionally known, can be utilized selectively as a foundation for other preservation strategies but is, in fact, not truly adequate on its own for ensuring adequately long-term accessibility and authenticity. This process involves simply storing the binary code (1s and 0s) that comprises a digital object, though keeping in mind that the said object will not be actually reproducible, meaning without the new combination of hardware and software that had created it.

The main advantage, however, of carrying out bitstream preservation is in having the useful ability to go back later to the “novel” report in this form; this is to initiate different future preservation techniques if wanted, though its previously mentioned problematic limitation must be yet kept clearly in mind.

When considering encapsulation as an approach, records are then packaged as bitstream with metadata allowing a user, in the future, to reveal them. In one kind of this approach, picture content is accepted in various permissible formats, including Text files, PDF, PDF-A, JPEG, TIFF and MPEG and are then encapsulated using an XML “wrapper” containing a standard station of metadata elements and authenticated by using a verifiable digital signature. Each record that is then “encapsulated’ can, of course, contain multiple documents that together do then form a record.

One ought to understand that it is, in fact, a similar approach to the aforementioned emulation, without the inherent need to, thus, include the proper specifications to then exactly rebuild the original hardware and software to “play” the record. Rather, it is known that the metadata itself then yields, appropriately, a requisite hardware and software independent method, for rightly interpreting and understanding the record, over the course of time.

There is an advantage, of course, pertaining to the content and contextual information retained together to minimize the risk of loss; however, this approach can be too centered upon the mere records themselves or “records-centric” that notably makes this location not as effective for recording contextual information concerning people, functions, and organizations.

Emulation, in the opinion of many professionals, has the basic potential to be more effective for preservation of databases and multimedia, but it is still, on average, relatively untested in terms of the widest range of all possible digital records preservation matters so concerned. Media migration can be seen, in a split perspective, as broken down into format migration and software migration; first, there will be the discussion of the format mode; one can come to understand, in regard to this matter, that using, e. g., archival data formats is an approach that is generally implemented, along with other such approaches, as with encapsulation or migration.

A common format crescively conventional in preserving digital information, which is now really a kind of standard, is XML (eXtensible Markup Language). XML, as to its best known purpose, provides a highly reliable standard syntax for identifying parts of a document known as elements, and then a standard way (known as a schema) for, thus, properly describing the rules for how those elements can be linked together in a document. It is, now, a very widely accepted and fully documented blueprint of appropriately structuring documents that is, in fact, fully supported by many different open source software applications.

Another standard that is increasingly being adopted by governments and other institutions to better ensure interoperability, increased ease of access, and enhanced longevity of digital information is ODF (OpenDocument Format).

ODF has been correctly described as an start, XML-based document file format fully useful for office applications that can then create and edit documents containing text, spreadsheets, charts, and various graphical elements. ODF, thus, is properly designed to be, in effect, quite substantially both vendor and implementation neutral; this makes it possible, e. g., for people to access, use, and fragment documents, regardless of applications or the operating systems they are using; moreover, they are then, in fact, not bound by the license they may or may not hold or, for that matter, the particular hardware that they may use.

Furthermore, it is quite interesting to note that ODF can, therefore, be appropriately used with open source applications such as OpenOffice, which do then offer the same fundamental kinds of useful desktop applications that are, e. g., found in Microsoft Office. What is, thus, a logical conclusion to be made?

Software migration is a truly valid approach for maintaining both the needed accessibility and authenticity of records over time while those records are appropriately required for current business or while they are being kept, it can be further noted, for short to medium time durations.

The advantages cover migrating records forward as systems change can then be fairly made a routine and reasonable part of an office’s normal ICT (In-Circuit Text) upgrades; records, thus, are made available in recent formats with ever current interoperability with other systems, and can be utilized to retain records in determined complex database or case management type systems; disadvantages encompass some tangible risk of alteration/loss of records if not correctly managed and, moreover, can definitely be rather costly if performed too often during the entire lifetime of a record.

A technique known as migration on demand involves the preserving of the record’s bitstream and, in addition, developing a tool that will be then capable of certainly reproducing the record’s intellectual content, even if in a different format, though the tool must be developed prior to the record becoming obsolete; and, on a related point, such migration is then only performed when, of course, a record is so requested.

The advantage is that migration on question limits the possibility for data loss or alteration from multiple migrations made; on the other hand, disadvantages include the extra effort that is certainly required to maintain up-to-date migration tools and the attendant risk that the migration tools may yet themselves then become obsolete.

Recordkeeping metadata is data that describes the context, content, and structure of records and their management through time and is, in addition, also crucial in fully supporting the requisite authenticity of digital records, meaning as they fade through different environments and even change format. Recordkeeping metadata (RKM) can, also, be so utilized to better ensure that all necessary information (about what is known as a record’s content and well-known characteristics) is retained and referenced to make distinct that the preservation process does not, thus, compromise these particular features.

As can be readily appreciated, through the implications and ramifications eager, RKM is indispensable, therefore, for both the correct management and usability of digital records throughout their entire existence, including, e. g., as archives.

As needs to be known, furthermore, RKM is generated from the very moment that a record is created or received, and is then added or produced each time a record is ever retained by a recordkeeping system, passe, transferred, or accessed and it also rightly includes, moreover, a combination of automatically generated, user defined, and inherited information, as is needed. It is, in this pertinent context, also important to realize that preservation metadata is information that supports and documents the digital preservation process that, e. g., covers the metadata documenting custody/ownership, preservation processes, technical dependencies, and rights management.

However RKM and preservation metadata are (as such) interchangeable, meaning that, in effect, the same metadata can be used for both recordkeeping and preservation purposes. One thing to significantly note is that there is, consequently, no dependable need for any separate metadata to be maintained for both purposes; and, therefore, no need for separate metadata to be created and maintained with the digital records for recordkeeping and preservation purposes, meaning that the same information can, in fact, equally back for both useful purposes.

Metadata, as can be professionally understood, should be fully and correctly standardized; this helps both the organizations/corporations, public or private, creating and receiving the records with the records’ believe proper management and, by requisite extension, then better ensures that an archive that received the records, thus, has adequate or better metadata for both their proper management and any sustained exhaust over time. These matters are, it can be noted, directly related to successful efforts at Information Organization & Access (IOA), which ought not be neglected.

Of course, a definite policy statement should be appropriately developed to, thus, suitably formalize the organization’s official commitment to the correct preservation of its business records in digital formats, which do then rightly catch at all the principles of proper records management, data management, information management, and document management.

And, this needed institutional policy should significantly and usefully provide a solid framework for maintaining digital preservation that is low in impact and manageable for offices, able to at least adequately assist a good distributed model for digital archives, maintained in line with approved professional standards for digital preservation, and flexible enough, at a minimum, to fully sage for both evolving technology/issues and preservation methods.

The policy should also address all the logically associated issues that include the kinds of preferred preservation technique/s, address given toward issues involving the responsibilities regarding the needed defining of essential characteristics and content of digital records, during and for the entirety of the preservation process, and required or recommended practice in, thus, correctly managing the entire preservation process inclusive.

As can be readily intuited, therefore, ESI, LIM, ARM, IOA, BPM, EMM, KM, KE, and many other related acronyms not mentioned in this sentence are certainly concerned with the basic success or failure of any business enterprise; or, with governmental bodies, their inherent ability to fundamentally answer the many questions, demands and needs of the taxpayers/customers who, on average, do normally seek some kind of value for what is financially consumed by government.

Expectations, in an increasingly litigious society, regarding ESI are growing more elaborate and are being, in turn, elaborated by court decisions that make very crescive demands upon the capacities and capabilities of e-records at 21^st century organizations/corporations; and, this worthy pertinent fact must be kept in mind by all truly professional records managers, especially CRMs.

It should also be realized concretely that such parts of the overall larger puzzle such as, e. g., recordkeeping metadata and preservation metadata can only be fully functional and operational within the broader context and then associated content provided by a successfully functioning RIRM system that leads to the greater ECM realities that, in turn, unite each organization into a very properly holistic business anxiety.

Applying the Management and Related Matters

Soundly applied records and information resources management as a substantial program with systems, especially when attempted at the enterprise level, should, therefore, make prepared companies understand and reduce operational complexity, establish successful governance, and manage associated risks, among other accomplishments that ought to be achieved.

To do this, the systems’ programs should aid incorporate critical features that will then back in providing for appropriate software solutions for business process analysis, properly successful and good enterprise architecture, IT planning, IT systems analysis and design, enterprise GRC (Governance, Risk and Compliance) as well as the achievement of enterprise risk management, operational risk management, and internal audit and compliance requirements attainment.

In regard to what has just be said, there then must creatively be the insightful comprehension, the synergistic collaboration needed among all personnel, and the basic perception of real value from what is to be appropriately achieved by RIRM, ECM, and other institutional attempts at gracious managerial control. Any truly progressive and informed corporation or company must, therefore, keenly understand, suitably optimize and intelligently control how all of the operational assets of the organization, inclusive of business processes, people, IT, and the rest, necessarily interrelate and do then impact each other.

Such a holistic approach, moreover, functionally involves the then correct need for consistently analyzing and optimizing/energizing the operational assets of the organization; these are, thus, to be perceived and comprehended as dynamically resulting in much improved performance, enhanced efficiency, and, in fact, realizable profitability.

The aforementioned style of collaboration enables the personnel to better interact and have more easy access to the appropriate information to then manufacture their activities in correct alignment with the corporate objectives; one can come to realize the conception that there is, in truth, no genuine change really possible without the wanted and solicited active input and committed involvement of all stakeholders. The kind of true value that can be expected, in such a context, is essential to improve the desired operational performance to achieve important and substantial business goals and, moreover, suitably increase the company’s more sustainable value.

This is still true, as should be rationally expected, in spite of the professional awareness that corporations/organizations are today, more than ever before, faced with surely growing market pressures and, to this salient point, an added crescive need to both handle and control costs while seeking, furthermore, to also accelerate all or any useful business innovation; based upon what has been asseverated strongly, in the specific light of RIRM, ECM, and all other such larger conceptional efforts imaginable, organizational efforts ought to be refined and guided creatively by a business modeling approach.

This is certainly by which, e. g., business analysts and IT architects can be made to then better understand more profoundly how people can properly interact to deliver enhanced value for the enterprise; and, more significantly, how to rightly accomplish and clearly establish significant improvements in observed quality, sustainable efficiency, cost reduction, and desirable service improvements.

As always, of course, there are such factors as the awareness of business process analysis challenges; besides the rational need for having the professional involvement of a Certified Records Manager, one can appreciate, therefore, that business process analysis (BPA) is the definite preliminary point for a grand range of interesting projects; these do then range from operational improvement initiatives, efficiency analysis, and BPM projects and certainly go on to encompass systems analysis, audits (records management kinds and otherwise), and compliance activities.

There should be the manifest recognition, therefore, that there will be a rather diverse pool of potential users and, consequently, a much larger stakeholder audience; these considerations and more do indicate forcefully that both communication and information exchange is surely critical for any progressive organizations, private or public in nature.

To then better help command and address such a contemporary situation, one must critically understand that at least several issues must be firmly addressed; these will include how to correctly identify and then rightly eliminate organizational redundancies and malfunctions, dynamically share all the wanted competencies, keenly understand the enterprise value chain that must so exist with all stakeholders, and, also, value greatly the cogently perceived need to race the time wanted to, thus, implement improvements rationally desired.

As a logical consequence of all that can be done and expected, many RIRM issues and related projects can, therefore, substantially succor from BPA such as: ISO (International Standards Organization) certification, Six Sigma (a business management strategy), ITIL (Information Technology Infrastructure Library), and many others.

The determinable benefits can be normally expected to encompass an increase in the ROI (return on investment) of the attempted or calculated business modeling initiatives; this could then be done, e. g., by correctly utilizing the internationally recognized BPMN standard notation; easier identification of observed areas for the enhanced optimization and more comprehensive improvement of business performance executed by appropriately describing and analyzing the presented business architecture, meaning, e. g., the much needed detection of any necessary or substantial problems before they might occur.

Also, provision for value-added decision support with a concrete idea and improved comprehension of honest how the business really operates; this is through having people-friendly predefined reports and dashboards; and, finally, a then properly masterful facilitation of solid communication and related understanding of often interrelated business processes with a genuinely collaborative, business-friendly modeling tool and convenient web-based access as may be desired.

Digital Convergence: Interesting Perspective

The non-original idea, digital convergence, to be advanced here will, someday, be just thought of as a mere truism of e-technology, if civilizational advancement continues geometrically during the 21^st century. All sorts of items, photographs, print media, microforms, etc., that can be digitized are made subject to the (simplistic) electronic discipline of being transformed, by a computer, into just a mathematically abstractionized collection of 1s and 0s.

Consequently, through the process of what is called sampling, meaning the choosing of discrete parts to stand for a continuous whole, almost anything, inclusive of music, print, film, graphics, text, sound, speech, animations, can, of course, be digitized; and, more to the interesting point stressed here, one ought to then know that whatever can be digitized can, thus, be presented on a computer and, if and when needed, fully transmitted, sooner or later, over a network.

Futurists and all those engaged in speculating or projecting the conditions, circumstances, or situations to exist in the future do speculate about a strange new world that oddly seems as if it will exist as an atavistic reality in a special way, meaning the contemplated lack of physicality as to visual comprehension entities for use by human beings, meaning no books, etc. The Brave New World is here.

There can be the fully total lack of such things as letters, most common electronic equipment (televisions, fax machines, telephones, etc.), photographs, books, and other once such typical means of visual or audio perception; these were, it is contended, related normally to the once common experience of people in advanced societies that are to become postmodern; in the decades to come, however, this noted postmodern reality to be will be confronted as if it were, ironically, a sort of re-created unlit age; this is where the internet, which is now revolutionizing contemporary society and culture, finds its own future omni-media substitute, in an enormously consolidated medium, exclusively, absolutely, digital in its set integral nature.

This e-technological revolution, as a lawful postmodern process, can be, therefore, appropriately designated as the aforementioned fact of digital convergence existing through the universally-prevalent global network. Marshall McLuhan’s global village based upon the media being the message, enunciated several generations ago, has then exactly found what can substantially facilitate its true existence, in the real world; this is, however, as the basic dividing line between home and office becomes further untenable, with social and business life also becoming blurred progressively by aggressive social-networking technologies.

Many might seriously question, nevertheless, if this techno-assertion of the future predominance of digital convergence is actually unstoppable and, thus, highly predictable in a reasonable way. It is suggested, among other reasons thought to be of profound significance, that one ought to consider how extremely inexpensive computer bits are in relative terms of their ability to create and store mountains of information as data versus, e. g., paper media production, storage, etc. Digitization is, as ought to be fairly obvious, absolutely cost effective versus the ever much more costly fact concerning the requisite physicality of books, CDs, microforms, etc.

Another major reason for the often asserted superiority of digitization is the (debatable) claim that digital media always surpasses the quality of analog media; resolution is, furthermore, said to be the key feature of the excellence assumed. While this asseveration may be completely true for all visual media that could be made subject to digital signals in the future, the same may not, in fact, be axiomatically accurate of all audio media as to possible success in conversion.

Many audiophile experts who specialize in the hearing done of, e. g., the old LPs do smooth yelp that all CDs or those DVDs containing music do not yet have the full capability of picking up all the finely deeper resonances and tonalities that escape the reproduction abilities or limitations of digitalization; this is, thus, critically said because everything must be reduced or restricted to the bits, meaning whatever gets reproduced must conform totally to a full 1 or a full 0; there are no permitted variations of degrees of subtle differences in between, by definition, pertaining to the mathematical restrictions involved.

The human ear, being supremely analog in nature, can mild best bewitch up sounds more easily and naturally that are also, logically, of an analog nature, as is provided by an LP (analog) report. There are, therefore, certain basic limitations to digital technology that must be admitted as exceptions to the general rules so enunciated; otherwise, a slippery lack of candor will rightfully throw suspicion upon absolute statements made that do not properly fable for the rational exceptions, such as audio performance questions or issues. Also, on another related point, the real problem of loss because of the mobility of electrons has not yet, in fact, been completely compensated for by digital media’s properties.

On the other hand, observed technological advancements are making positive that high-bandwidth transmission of digital information between any two locations is increasingly feasible, and this factor is, thus, why digital convergence will necessarily happen. Why, however, should this be basically regarded as a rational certainty? Among other activities, telephone companies are installing advanced fiber-optic lines that are replacing the now crescively obsolete twisted-pair copper cables; the former can, at light speed, transmit billions of bits per second.

Cable modem hookups, for downloads, are available to the internet that, e. g., do offer much more than 60 Mbps; besides, as is also known, there are some high-tech companies on schedule to put together a system of low-orbit satellites that then get a wireless global networking capability that is, therefore, globally available 24/7. Governments, especially in the advanced nations of the world, are committed to various efforts to update their information infrastructures; for any desired, widely available, high-bandwidth networking purposes, these then do properly encompass networks of cables, routers, and switching devices on which future economies of nations do structurally, operationally, and functionally depend.

Matters that once might have been plan of as technological obstacles to digital convergence are being removed or sidestepped efficiently and effectively. For instance, in a rather dramatic exponential manner, megabyte storage prices do, fortunately, keep dropping, which means that increasingly enormous amounts of data can then be made available, even online, as part of the aforementioned global network made possible through the continuous expansion of the world wide web, the internet.

For more easily storing, e. g., massive audio and video files that stream over the global network for home media centers, there is, as an appropriate major example of but one of many such e-technologies, the existence of recordable DVD-ROM; moreover, as an added illustration of an effect of digital convergence, almost every access and utilization kind of e-informational device (movie or television screens) will necessarily be a network device for achieving its maximum efficiency and capabilities as such, inclusive of, e. g., cellular phones, watches, or wallets.

Everything, either immediately directly or indirectly (if or when wanted) will then be globally linked onto a universal network, which leaps over national borders to create an international community of users.

The fundamentally inherent logic of digital convergence will, therefore, mean that, in the near future, a comprehensive all-in-one plan can have the capacity to replace a variety of separate devices, meaning a combined radio, television, telephone, computer, etc. linked to the global network 24/7, if wanted for that much electronic contact. As with, e. g., social-networking media hastily making its device into the business world, the fundamentally dynamic and exciting results of this stupendous digital convergence will then, furthermore, impinge upon the world of records and information resources management with its systems, functions, and operations inclusive.

Computing and the digital world it massively creates is really, however, in its infancy, inclusive of the e-world of what are called virtual databases, virtual archives, and virtual repositories, that will both certainly and easily revolutionize the future capacities and capabilities of the entire postmodernist techno-structure; all of that, to say the least, can only be somewhat speculated upon, by futurists and other thinkers, today.

In any event, Certified Records Managers and other key professionals dealing with data/records and informational issues, which do logically include KE and KM concerns, must, therefore, stay alert and support up their knowledge skills well positioned on the cutting edge of many e-technologies of the 21^st century.

Chart for Conceptualization Purposes

Perhaps, it might be useful to illustrate a means of conceptualization by suggesting that the matters discussed, in this article, could be intellectually broken down into what might be called different tiers of importance. The third tier, normally speaking, should feed into the concerns and activities of the second and, thus, the same relates to how the second tier flows logically into the first tier; this is, on average, just regularly concerning almost any mid- to large-sized company/ corporation, whether private or public.

Of course, various special situations can yet dictate a certain flexibility pertaining to the tiers and their particular component parts. Some terms, furthermore, do not show up under the different tiers, so as to avoid the jam of redundancy.

First Tier

Enterprise Content Management

Systems Content Management

Second Tier

Business Process Analysis

Business Process Management

Compliance Management

Digital Convergence

Second Tier(cont’d)

Document Management

Ediscovery

Electronic Document and Records Management Systems

Electronic Records Management

Email Management

Governance Management

Information Organization & Access

Information Management

Information Technology

Knowledge Engineering

Knowledge Management

Lifecycle Information Management

Records and Information Resources Management

Risk Management

Third Tier

Assured Records Management

Best Practices

Databases

Data Repositories

Data Management

Disaster Recovery Programs

E2.0

Electronically Stored Information

Third Tier (cont’d)

Information Technology Infrastructure Library

International Standards Organization

Media Migration Procedures and Strategies

Metadata Models

Project Management

Social Networking Media

Six Sigma

Taxonomies

Web 2.0

Web content management

Conclusion

Considerations, therefore, concerning the interrelated dynamics of records management, data management, information management, and document management logically judge benefit upon all of the above matters, discussed in this brief article, trying to suggest things to think about for both private and public institutions. There can be no really practical neglect, therefore, of such important matters as RIRM, ECM, EDRMS, and anything else that rigorously upholds the need for staying aware of the best methods, procedures, and techniques pertaining to the universe of digital records and related e-technologies used in support.

All such discussed items are truly indications of what needs to be perceived as to the truth of digital convergence, which had been explained in this article as a useful and needed conceptual matter.

Equally, one can critically approach to correctly notice and perceive that the often interrelated digital records maintenance and preservation matters discussed do definitely reflect back upon RIRM; these pertain to the RIRM issues, procedures, and methods that go dynamically through all EDRMS involvements and toward the overall aspects of the final complexities and implications of viable and sustainable ECM, for any corporation or organization, whether private or public in nature.

To these considerations must be added logical concern for governance, compliance, and risk management that can be rightly helped by professionally utilizing such important things as ISO certification, Six Sigma, ITIL, and any other available standards maintenance efforts, along with intelligently supporting, as was renowned above, IT planning and IT systems analysis and design. But, the context of thinking should be applied through the understanding and comprehension of digital convergence, which will, in the future, be opinion of as a rather commonplace idea.

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