Process Facet e-Delphi Study outputs: Round 1 – Summary of participant responses

The interim analysis of responses received to the first round of questions under the e-Delphi study on the Process facet of the project is now available on our website.

In Round 1 of the e-Delphi Study, participants were asked to give their thoughts on 20 process-related issues identified through the Systematic Literature Review, and to add any that they felt were missing from the list.

The responses to the questionnaire have now been summarised and are available at http://www.northumbria.ac.uk/static/5007/ceispdf/pr1r1_summ.pdf.

Other outputs from the Process facet can be viewed at http://www.northumbria.ac.uk/sd/academic/ceis/re/isrc/themes/rmarea/erm/diss/delphi_diss/process_diss/

Project Outputs – Interim findings from the Systems and Technology Facet e-Delphi Study (2)

Following on from our previous posts, we have now added a further output from the Systems and Technology e-Delphi Study to the project website:

Round 1 – summary of participant responses [link]

You can gain access to these findings through the link above, or on the project website at http://www.northumbria.ac.uk/sd/academic/ceis/re/isrc/themes/rmarea/erm/diss/delphi_diss/systech_diss/

Project Outputs – Interim findings from the Systems and Technology Facet e-Delphi Study

The Delphi studies gather primary data from selected participants (~20 people) and develop a picture of ‘expert opinion'. The use of electronic means enables anonymous and geographically wide participation.

To date, the first two e-Delphi study—for the People and Process facets of the investigation—have been carried out.

The current Delphi, in respect of the Systems and Technology facet, is now almost completed. Though not all of the data contained in the participant responses has yet been analysed, we are able to make some of the results available in interim form.

Participants in the Delphi study identified, explored and clarified the issues in three rounds of questions and a final exercise (in progress) in which solutions arrived at in previous rounds are evaluated by a number of set criteria.

We aim to analyse the participants' responses using a range of different approaches (subject themes, numerical ratings, subjective explorations) to provide a 360-degree view of the data.

We also intend to produce outputs in textual, numerical, graphical and diagrammatic forms to support different cognitive styles.

The outputs now available from the Delphi Study are:

• All rounds – list of questions for participants [link]


• Round 2 – ranking of issues in terms of urgency/importance (graphs and tables) [link]


• Round 3 – summary of solutions [link]

You can gain access to these findings through the links above, or on the project website at http://www.northumbria.ac.uk/sd/academic/ceis/re/isrc/themes/rmarea/erm/diss/delphi_diss/systech_diss/

Systematic Literature Review – Sources relating to systems and technology

The Delphi Study investigating the Systems and Technology facet of the project, now in its final stages of completion, was—like the previous two studies—informed by the results of the Systematic Literature Review (SLR).

The details and content summaries of sources from the SLR prepared for the systems and technology Delphi are now available on our website at http://www.northumbria.ac.uk/sd/academic/ceis/re/isrc/themes/rmarea/erm/diss/diss_slr/

The document is entitled ‘Interim Analysis Technology Issues 2009.04’ [Link]

The analysis contains synopses of more than 200 sources, grouped under a variety of categories and sub-headings.

Process Facet e-Delphi Study outputs: Multiple rounds – What is new?

Phenomenological Analysis: What if anything is really new in the e-environment?

“The thing that hath been, it is that which shall be; and that which is done is that which shall be done: and there is no thing new under the sun.” (Ecclesiastes 1:9 (King James Version))

Agreement or disagreement with the quote lies in the view taken about what aspect of the phenomenon needs to be original or novel to make it truly new. The concept or the fundamental function, activity or requirement may not be novel but its application, implementation, interpretation or satisfaction may well be. If we consider that it is only that second aspect (application etc) that needs to be different for something to be new, then it is easy to refute the quote.

So, is email new? Is the Web new? Are so-called Web 2.0 technologies ‘new’? Is SaaS (software as a service) and cloud computing? Yes and no. What is really new in the e-environment and what is the same? What is the element of novelty, newness?

Read or download the full analysis from our website by clicking on the title link.

Phenomenological Analysis is applied to participant responses; this method provides subjective insights into a topic (phenomenon) through the researcher’s exploring it in depth using their experience and imagination. http://webspace.ship.edu/cgboer/qualmethone.html

Process Facet e-Delphi Study outputs: Multiple rounds – RM Principles

RM Principles & Methods in the e-Environment – Phenomenological Analysis of participant responses to the Process e-Delhi Study

The big question is ‘what are the RM principles and methods?’ Are the principles about creation, capture, appraisal, storage, organization, maintenance/preservation, retrieval & access, retention; are they the characteristics of records (authenticity, reliability, integrity, usability); are they the lifecycle and continuum theories/models? Which are the methods? What makes them distinctive from other information management domains – appraisal & retention management? Anything else?

Read or download the full analysis from our website by clicking on the title of this post.

Phenomenological Analysis is applied to participant responses; this method provides subjective insights into a topic (phenomenon) through the researcher’s exploring it in depth using their experience and imagination. http://webspace.ship.edu/cgboer/qualmethone.html

Process Facet e-Delphi Study outputs: Round 5 – Evaluation of solutions (human aspects)

Participants in the Delphi study on the Process aspects of ERM identified, explored and clarified the issues in four rounds of questions and a final exercise in which solutions arrived at in previous rounds were evaluated by a number of set criteria.

In Round 5 of the e-Delphi Study, participants were asked to rate the solutions provided in previous rounds according to a variety of criteria, by selecting from drop-down boxes.

Because the solutions fell naturally into two categories—the first based on the process issues themselves, the second on the human aspects of these issues—the round was split into two separate questionnaires. The summary results are shown in a series of tables and charts.

For the full analysis of the evaluation of human-related solutions, please click on the title of this post.

Process Facet e-Delphi Study outputs: Round 5 – Evaluation of solutions (process aspects)

Participants in the Delphi study on the Process aspects of ERM identified, explored and clarified the issues in four rounds of questions and a final exercise in which solutions arrived at in previous rounds were evaluated by a number of set criteria.

In Round 5 of the e-Delphi Study, participants were asked to rate the solutions provided in previous rounds according to a variety of criteria, by selecting from drop-down boxes.

Because the solutions fell naturally into two categories—the first based on the process issues themselves, the second on the human aspects of these issues—the round was split into two separate questionnaires. The summary results are shown in a series of tables and charts.

For the full analysis of the evaluation of process-related solutions, please click on the title of this post.

Process Facet e-Delphi Study outputs: Round 3 – Summary of solutions

Participants in the Delphi study on the Process aspects of ERM identified, explored and clarified the issues in four rounds of questions and a final exercise in which solutions arrived at in previous rounds were evaluated by a number of set criteria.

In Round 3 of the e-Delphi Study, participants were asked to suggest solutions to issues that had emerged in previous rounds. The summary results are shown in a series of tables.

For the full analysis, please click on the title of this post.

Process Facet e-Delphi Study outputs: Round 2 – Ranking of issues

Participants in the Delphi study on the Process aspects of ERM identified, explored and clarified the issues in four rounds of questions and a final exercise in which solutions arrived at in previous rounds were evaluated by a number of set criteria.

In Round 2 of the e-Delphi Study, participants were asked to rank the issues explored in Round 1 in order of urgency. The results are shown in a series of tables and graphs.

For the full analysis, please click on the title of this post.

Process Facet e-Delphi Study outputs – All rounds

Participants in the Delphi study on the Process aspects of ERM identified, explored and clarified the issues in four rounds of questions and a final exercise in which solutions arrived at in previous rounds were evaluated by a number of set criteria.

For the full list of questions put to the participants in Rounds 1–4, please click on the title of this post.

Project Outputs – Some interim findings from the Process Facet e-Delphi Study

The Delphi studies gather primary data from selected participants (~20 people) and develop a picture of ‘expert opinion'. The use of electronic means enables anonymous and geographically wide participation.
To date, the first e-Delphi study—for the People facet—has been carried out, and some preliminary analysis conducted on the data collected (see our website for further details). The third study, for the Technology facet, will take place in early 2009.
We are analysing the participants' responses using a range of different approaches (subject themes, numerical ratings, subjective explorations) to provide a 360-degree view of the data. We are also producing outputs in textual, numerical, graphical and diagrammatic forms to support different cognitive styles.
The current Delphi, in respect of the Process facet, has now also been completed. Some of the data contained in the participant responses is still being analysed, but much of it is already available in interim form.
Participants in the Delphi study on the Process aspects of ERM identified, explored and clarified the issues in four rounds of questions and a final exercise in which solutions arrived at in previous rounds were evaluated by a number of set criteria.
For full details, please click on the title of this post.

Turf Wars between Professions – Phenomenological Analysis of participant responses to the People e-Delhi Study

Elements here include (roughly categorised):

• exactly which professions are involved in turf wars? Can we accurately represent this so that we don’t imply wars that don’t exist? Records managers & archivists; records managers and IT; information managers & knowledge managers; IT and information systems; archivists and IT; etc.
• history of the professions (where they came from); nature of people in each profession; perceptions of their purpose/role; beliefs; knowledge and skills; qualifications
• perceptions of the status/value of one’s profession; power struggles (especially concern of archivists & records managers being valued less/having less power than IT people); sense of vulnerability, lack of confidence vs. great confidence
• professionals’ own views/perceptions vs. impact of views/perceptions of others

Read or download the full analysis from our website by clicking on the title of this post.

Phenomenological Analysis is applied to participant responses; this method provides subjective insights into a topic (phenomenon) through the researcher’s exploring it in depth using their experience and imagination. http://webspace.ship.edu/cgboer/qualmethone.html

Change within the management class – Phenomenological Analysis of participant responses to the People e-Delhi Study

One respondent’s view:

"RM can’t require a whole management class to change"

The key facets of this phenomenon are:

• Do managers need to change their views/perceptions etc of RM? If so, what change is required, when and why?
• Who is responsible for making the change happen? Does it matter?Why and how can organisations survive without good RM? Is that different to survival without other aspects of good management? What are the drivers?

Read or download the full analysis from our website by clicking on the title of this post.

Phenomenological Analysis is applied to participant responses; this method provides subjective insights into a topic (phenomenon) through the researcher’s exploring it in depth using their experience and imagination. http://webspace.ship.edu/cgboer/qualmethone.html

Essential skills for ERM – Phenomenological Analysis of participant responses to the People e-Delhi Study

One respondent’s view:

"The essential skills for ERM are (in order from most to least important):
project management, change management, business process analysis, technology,
records management."

There seem to be two critical aspects to this issue (phenomenon) – (i) what are the essential skills for ERM and (ii) who needs them. Additional aspects are when are these essential skills needed, are some more important at particular times, and how are they best acquired. Formal education and training? CPD? Work-based training? Through experience?
Read or download the full analysis from our website by clicking on the title of this post.


Phenomenological Analysis is applied to participant responses; this method provides subjective insights into a topic (phenomenon) through the researcher’s exploring it in depth using their experience and imagination. http://webspace.ship.edu/cgboer/qualmethone.html

Cultural Change – Phenomenological Analysis of participant responses to the People e-Delhi Study

“RM is not an element in the culture of an organisation but an essential tool. It must be applicable across all types of organisational cultures. You cannot change cultural conditions to an optimum to suit RM.”

There was divergence in views on cultural change among the participants of the Delphi study on the people aspects of designing an architecture for ERM. Some participants felt that records/information management needed to be part of an organisation’s culture, others disagreed. This divergence stimulated a topic for further discussion:

Question: RM is not an element in the culture of an organisation but an essential tool. It must be applicable across all types of organisational cultures. You cannot change cultural conditions to an optimum to suite RM. Others disagree – citing the problem of failing to bring about prior cultural change.

Read or download the full analysis from our website by clicking on the title of this post.

Phenomenological Analysis is applied to participant responses; this method provides subjective insights into a topic (phenomenon) through the researcher’s exploring it in depth using their experience and imagination. http://webspace.ship.edu/cgboer/qualmethone.html

Change Management – Phenomenological Analysis of participant responses to the People e-Delhi Study

There are a number of models and techniques for change management. Wikipedia (http://en.wikipedia.org/wiki/Change_management_%28people%29) notes that “The current definition of Change Management includes both organizational change management processes and individual change management models, which together are used to manage the people side of change.” Some of the concepts described in the Wikipedia entry for individual change management comprise: ...


Read or download the full analysis from our website by clicking on the title of this post.



Phenomenological Analysis is applied to participant responses; this method provides subjective insights into a topic (phenomenon) through the researcher’s exploring it in depth using their experience and imagination. http://webspace.ship.edu/cgboer/qualmethone.html

Bottom Line – Phenomenological Analysis of participant responses to the People e-Delhi Study

Will ERM systems improve the ‘records’ bottom line in organisations? Will they improve records quality, access to and use of records, and exploitation of the ‘value’ contained in records? (focus on the people aspects)Records quality isn’t the content per se, it’s more what is stored (kept) and for how long - so the unimportant and ephemeral are kept just for as long as they are required then deleted. This leaves the RM effort to be concentrated on the important and the long term value records. Access is about ease with which this can be done by users, how quickly it can be done, and that the required record is found when required (precision/recall/specificity etc.). Without this, use just can’t happen. If you’re keeping the records you should be keeping, and can easily find them when you need them, then the huge ‘knowledge’ resource bound up in these records can be further exploited beyond their initial purpose and used to the benefit of the organisation.
Read or download the full analysis from our website by clicking on the title link.


Phenomenological Analysis is applied to participant responses; this method provides subjective insights into a topic (phenomenon) through the researcher’s exploring it in depth using their experience and imagination. http://webspace.ship.edu/cgboer/qualmethone.html

Actors and Contexts – Phenomenological Analysis of participant responses to the People e-Delhi Study

Round 5, Q1 RM doesn’t require the understanding or involvement of senior managers. RM should be seen as basic organisational infrastructure, like water or computers.

Q2 ERM needs to be pervasive in the organisation, hidden in the background, by use of systems transparent to the user.
These questions focus on the organizational actors—senior managers, records professionals, and staff in general—and on the contexts in which the RM function is found within organizations, contexts which both shape and are shaped by the perceptions of the people involved. Within these contexts, other actors are also present: IT, legal and other professionals and specialists who, like records professionals, have their own specific agendas and interactions with the corporate environment and with other corporate actors. ...
Read or download the full analysis from our website by clicking on the title link.

Phenomenological Analysis is applied to participant responses; this method provides subjective insights into a topic (phenomenon) through the researcher’s exploring it in depth using their experience and imagination. http://webspace.ship.edu/cgboer/qualmethone.html