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As a Records Manager, if you’re not watching Mr. Robot you should be.


“Mr. Robot” can be a challenging show to watch. The plot is told in a deliberately confusing manner with a mentally unstable protagonist who speaks to the camera, “House of Cards” style. It also uses heavy references to modern tech, computer terms, and hacker culture that might go over the heads of some viewers.

I don’t want this to be  a spoiler entry, so I will offer this; from the Gen-X perspective, if you liked “Fight Club”, you will love “Mr. Robot”.

Each episode will bring you a multitude of techi terms such as TrueCrypt, Rootkits, DDoS, Tor, Binary code, Daemons, Source code and others. However, you will also see and hear references to Steel Mountain (Iron), box storage, records, thermostats, microfilm and other records management terms.

From the perspective of a records manager, this show demonstrates what could be your worst nightmare scenario. “Mr. Robot” is built around hacking, but deals with the financial aspect of the real property industry. What would happen if one day, practically every active mortgage / loan file just disappeared? Think about the dollar figure and financial impact of that. The “Mr. Robot” catastrophic scenario depicted deals directly with both physical and electronic records.

I believe the plot from Mr. Robot could be a great conversation topic for your organization. While “Mr. Robot” is sensationalized, there are many real world applications.




DDD (Domain-driven design)

Levit Code

DDD – is an approach to developing software for complex needs by deeply connecting the implementation to an evolving model of the core business concepts.

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How Does Your Organization address the Archive vs Backup Issue


Backup vs Archive

My personal opinion is that backups are done well in the electronic / digital world. However, for a true archive, which is typically “long-term” or at least 20 years, my belief is that nothing is better than using a microfilm base.

Greg Schulz, senior advisory analyst at StorageIO, explains: “Backup is for restoring a file, object, database, volume or system based on some recovery time objective and recovery point objective, whereas the archive is a picture of the data and its state at a point in time.”

Per the Northeast Document Conservation Center

6.1 Microfilm and Microfiche

Amidst the bells and whistles of the digital revolution, preservation microfilming quietly maintains its status as a highly valued and widely practiced preservation reformatting strategy. And why not?

The enduring popularity of preservation microfilm is because of its practicality. Unlike its digital counterpart, microfilm is the product of a nearly static, tested technology that is governed by carefully crafted national standards. When created and stored according to these standards, microfilm boasts a life expectancy of 500+ years. 1 It is also worth noting that, while digital data require use of a sophisticated retrieval system to access their treasures, microforms (i.e., microfilm and microfiche) can be read by the naked eye using only light and magnification.

The access potential of microforms admittedly pales in comparison with that of digital technology. Still, microforms can enhance access to information that would otherwise be unavailable because the original item is at a distant site or is vulnerable to damage and/or loss through handling. Also, microforms are relatively inexpensive to produce and to copy.

One key indicator of the continuing relevance of preservation microfilming is its ongoing support at the national level

How does your organization address this issue?

Kevin Williams, CDIA+
SRIIA Technologies, Inc.

Using ISO:9001:2008 Standard for Service Bureau Optimization

Please register for Using ISO:9001:2015 Standard for Service Bureau Optimization on May 7, 2015 2:30 PM CDT at:

Swoosh edited 012913

Discover how the ISO:9001 Standard can help you;
• Deal with Downward Pricing Pressures of the Scanning Industry
• Adopt a Factual Approach to Decision Making
• Get Off of the Service Bureau Treadmill
• Move towards becoming a Solution Provider

After registering, you will receive a confirmation email containing information about joining the webinar.

Brought to you by GoToWebinar®
Webinars Made Easy®

ARMA San Antonio April Educational Luncheon

ARMA logo

ARMA San Antonio April Educational Luncheon




Tuesday, April 21, 2015, 11:00 AM – 1:00 PM


La Quinta Inn 4431 Horizon Hills Blvd, San Antonio, TX 78229


  • Luncheon and Program – Members – $25.00 (USD)
  • Luncheon and Program Cost: $25 for Members. Each attendee will have a chance to win a door prize! Double your chances by registering online before the event!
  • ***Online Registration will reserve your spot at the luncheon and will help to make sure enough meals are available.***
  • ***If you have a special meal request, please add those in the comments section of the registration***
  • ***Payment must be made in the form of cash, check or credit card (MasterCard, VISA, Discover and American Express) online or at the door.***
    ***If you have prepaid for the event and will not be able to attend please send someone in your place. No refunds will be given***
  • Luncheon and Program – Non Members/Guests – $30.00 (USD)
  • Luncheon and Program Cost: $30 for Non-Members. Each attendee will have a chance to win a door prize! Double your chances by registering online before the event!
  • ***Online Registration will reserve your spot at the luncheon and will help to make sure enough meals are available.***
  • ***If you have a special meal request, please add those in the comments section of the registration***
  • ***Payment must be made in the form of cash, check or credit card (MasterCard, VISA, Discover and American Express) online or at the door.***
  • ***If you have prepaid for the event and will not be able to attend please send someone in your place. No refunds will be given***


 Featured Speaker: Priscilla Emery – e-Nterprise Advisors

 Topic: “Take the Terminology Challenge and Win”

As a RIM professional it is important to understand the terminology associated with the new technologies and business practices that          impact your programs. Using a game show format, this fun session will cover terminology coming from social media, cloud computing,  security, privacy, e-discovery, business practice, and more.  The session will prepare you to be more conversant with other departments in your organization and stay on the forefront of business and technology trends.

A former Jeopardy champion, Priscilla Emery is President and founder of e-Nterprise Advisors (also known as ECM Scope), which provides market research, strategic information governance planning and records management advisory services to both vendor and user organizations. Ms. Emery was a Principal with IQ Business Group, managing records management migration projects and providing records management consulting services. She was also Senior VP of Information Products and Services for AIIM International where she was responsible for the development and delivery of publications and other information-oriented products and services to AIIM members and associates. Prior to her position at AIIM, Ms. Emery was VP and Director of Gartner’s Electronic Workplace Technologies research center and New Science’s Intelligent Document Management service. She has provided many Fortune 500 user and vendor organizations with strategic planning advice in the areas of document, content and e-mail management and the assimilation of new and emerging technologies. Ms. Emery has also worked at Blue Cross & Blue Shield of Connecticut, Combustion Engineering (now ABB), Primerica Corp. (now Citicorp) and Bell Telephone Laboratories.

Ms. Emery has over 30 years of experience in the information systems industry, has been a featured speaker at many international industry events. She has been quoted in business and industry publications such as The Wall Street Journal, The Washington Post, Computerworld, InformationWeek, Software Magazine and PCWeek, and has written numerous articles for publications, such as e-doc, KMWorld, and DB2 Magazine. She has also written Knowledge Management: The Essentials, E-Mail Management Tools: Sorting Through the Options, and, the Electronic Records Management Buyer’s Guide for AIIM International. She has a B.A. in Mathematics from Lehman College (part of the City University of New York).  Ms. Emery is an AIIM Fellow and holds the Masters of Information Technology and Laureate of Information Technology for Electronic Imaging designations from AIIM International, is a certified AIIM ERM Specialist, is a Certified Information Professional (CIP) and is a member of ARMA International and active in the Central Florida ARMA chapter.

What is Your Sales “Hammer Test”?

b787_schem_02The Sales “Hammer Test”

In 1933 the Rohm and Haas Company brought a new and groundbreaking technology to the market – Plexiglass. Until then, any transparent material was based mostly on some form of glass. And in 1933, all glass was inherently brittle and dangerous. With the introduction of Plexiglass, defense contractors such as Boeing, Douglas and Martin were all very excited about news of this new technology.

However, as with any new technology, the engineers had to be convinced. Even though R & H could provide reams of scientific data sheets discussing all of the research and testing done, these contractors were very skeptical.

So, when the R & H salesman went to provide the sales demonstration, they used a simple method that created an unquestioning sales environment.  The salesman would enter the designated presentation room. And then, simply open his bag pull out a small square piece of transparent material, much resembling glass, and walk past the participants peering at them through the material. Then, he would set the square down on the table in front of the main decision maker; raise a ball-peen hammer over his head, crashing it down upon the material. Of course, everyone quickly looked away and covered their faces expecting to be covered in shards of glass. But then, to their shock and amazement, the salesperson raised the piece of Plexiglas in the air for all to see – and to see no damage at all! These groups repeatedly ordered all stock available – R & H sales blew up!

But that was 75 years ago – how could that methodology apply to today’s advanced technology world? Fast forward to 2004; Boeing is undertaking the greatest commercial airline project in history – the 787 Dreamliner. This plane is being built with new, groundbreaking technology – composite materials. This project will ultimately cost Boeing over 30 Billion dollars in development. For this plane not to sell would mean the end of the commercial division of Boeing.

And, again we find skeptical engineers. In October 2003 All Nippon Airways’ (ANA) chief engineer, Shinsuke Maki told Boeing’s sales team that going with composite plastics was a mistake. With the new material, he thought the dings and dents typical on airplane loading ramps would be a nightmare to repair.

Boeing had to have the endorsement and key launch order from All Nippon Airways’ for this project to be successful.

So in February 2004, Boeing flew a 6-foot by 3-foot composite panel over to Tokyo and invited a team of ANA engineers to beat on it with hammers as hard as they wanted.

They barely managed to scratch the panel. Boeing offered a live demonstration of how to repair the minor damage.

A month later, ANA signed for 50 Dreamliners…

What is Your Sales “Hammer Test”?

10 Powerful Habits Of The Super Successful (Infographic)

10 Powerful Habits Of The Super Successful (Infographic)

Hey Entrepreneurs! – Are You Building a Business or just Working for Yourself?

consulting 2

With the holidays looming, I can only dream about the great food to be experienced. From the un-real sweet-potato pie from my uncle’s family, to the 3 inch deep pecan pie from my mom’s side of the family or the decadent German chocolate cake my grandmother would make, the food items found around our family table seem better than any restaurant meal.

Having been in the restaurant business a few years back, I remember the difference between cooking food for my family and preparing food in a corporate business.

The family dinner is comfortable, familiar and easy. We cook, we talk, and we drink good wine and enjoy the moment of creating a meal together.

However, the corporate experience is a bit different. While the taste and quality of food was very important, that really was not always the driving factor in our daily experience. More times than not, our primary daily motivations were Food Costs, Labor Costs, Bar Costs and Facility Costs. Does that make you feel all comfy and cozy thinking about managing Labor and Facilities costs? – Probably not.

No? And why; because creating a family meal and running a food business are really no way comparable. While you find similar elements such as chicken, flour, salt, pepper, masala mushrooms and other items, the application is very different – or at least it should be.

Some restaurants are run on a smaller, local and more intimate level. I personally choose to patronize these types of food establishments. I prefer the “un-corporate” feel. But we all know, if one of these owners wanted to go state–wide or national, what is he/she going to have to do? Corporatize…

And what is Corporatization? Simply, it is the process of Standardizing processes to create Repeatability. Recipes will go from taste-good and feel-good experiences to a “documented policy”. Employees do not vary from policy or there are problems. Quality can become an issue. Food Costs, Labor Costs and Facility Costs can all be negatively affected if someone tries to “add-lib” on a recipe.

Through Standardization and Repeatability you get the next great result, Predictability. With this, a restaurant can now project earnings, project margins and profits and potential investors are indeed happy.

So, how do you run your document management business? Are You Building a Business or just Working for Yourself?

You may be a person who has been running your business for many years – and somewhat successfully. Your “recipes” are very well known by you. But, are you growing? Do you have a growing business or have you created a nice job for yourself?

When you try to on-board on a new sales person, does the new salesperson “get your recipes” or does this new salesperson “burn the biscuits”?

Possibly, even though you are a master chef with your own recipes, your model is relegated only to your kitchen. When trying to expand your sales and marketing staff, this only results in frustration, failure and more costs.

I would like to suggest an exercise in “Corporatization” for your business. Business size isn’t necessarily any barrier to entry. An open mind can be more valuable than deep pockets at times.

Try to engage knowledgeable and passionate vendors experienced with Standardization and Repeatability in areas such as Pricing, Proposals and Project Management.

Who knows, maybe next year you will be “feeding the world”.

Does Your Organization Create Internal Toxic Assets?


The Problem 

We have heard the term “toxic asset” or maybe “toxic dollar” over the past few years. Most recently the term has been used to describe US currency from a global investment perspective.  These terms refer to an asset that becomes illiquid (valueless) when its supporting market disappears. The term “toxic asset” was coined in the financial crisis of 2008/09, in regards to mortgage-backed securities, collateralized debt obligations and credit default swaps, all of which could not be sold after they exposed their holders to massive losses.

While this issue may not seem of direct concern to you, I would suggest that many businesses today deal in their own, internally created “toxic contracts”.

All too often, sales and revenue pressures push organizations into desperate sales activities. The problem with this is, contracts can be signed that, from the point of signature, become a “toxic contract” for that business.

When signing business contracts, you are committing your business, legally, to specific deliverables, milestones and monetary goals which could affect every department in your organization. Poorly, hastily executed contracts many times become “toxic contracts”.

To best describe this point, let’s use an example;

To meet quota, Chris the salesperson needs to close 500K more business before the end of the company’s fiscal year – 2 months away. Chris has been driving the sales process for a potentially large deal valued at over 600K. Chris’ manager is very aware of this project as well and they are going to close this deal!

However, the client requires project launch within 30 days of contract signing and there is just no way to meet that requirement. The Project Management department, Business Analyst Department and Operations Department calendars are all full for the next 90 days. The bottom line is, by signing this contract; the company’s entire internal operational infrastructure will be compromised thus creating a “toxic contract”.

But, because of a lack of internal or team reviewthe contract is allowed to be signed, the sales team is rewarded with commissions and accolades and the operations team has now been burdened with a “toxic contract”.

From the day of contract signing, the project is behind. Over the coming weeks and months, as the true complexity of the project begins to rear its ugly head, deliverables and milestones begin to fall behind.

As progress falls behind milestones are missed. Managers are pressured into still getting revenue recognition for this project. You can’t really bill for something that hasn’t been delivered, but you are investing a great deal of hours and costs. What do you do now? Now the project manager is pressured into creative milestone variation creation. You need to bill something, so come up with something to bill for! Eventually, because of continuously missed revenue goals, the accounting department is going to start asking questions about this project because they are being asked questions about this project from upper management.

Now the customer, not sure about what is going on agrees to sign-off on milestones with “variations” with the assurance that all is well and there is nothing to worry about.

Before long, practically every department is touched by this “toxic contract”. At some point, because of client complaints, upper management concern or all of the above, this project has to be “reprioritized” over several other projects.

You eventually get final sign-off for the project, primarily because the client is just plain tired of dealing with you and your lousy company. Obviously, you get no reference from this client, and other departments are scrambling to keep other clients happy while their projects fell behind to placate this “toxic contract”.

If such an example is just a single event, then maybe you’re okay. But as we saw from a national or even global perspective, too many toxic assets can practically bring down a global economy.

And let’s not forget about our dubious sales department – word of this project spreading makes the ongoing sales process very difficult. We all know the value of reference-able business.

The Solution

What’s the solution? Establish a set of minimum contracting standards.

Minimum Standard No. 1 – A List of Core Functionality or Deliverables Must be Provided and Made a Part of the Contract. One of the most common disputes between business services providers and their customers arises out of miscommunications and misunderstandings about the functionality, capability and scalability of the service or product.  To avoid this pitfall, these contracts should contain a list of core functionality and the list should be meaningful and not just consist of a brief list using provider terminology that would not convey to a reasonable person the characteristics of the feature or function.

Minimum Standard No. 2 – ELT Review. All contracts should be reviewed and approved by your ELT (Executive Leadership Team). Don’t let the size of your business be an excuse to not have an ELT. Even if it’s just you, your office manager and your delivery guy – get multiple eyes on everything. Besides, your office manager probably has a better prospective on billing and customer status than you do.

Minimum Standard No. 3 – Use Advanced Sales Tools. Put sales tools in place to help prevent “ad-hoc” selling. This sounds challenging, but these types of tools could positively affect your business to the level of up to and exceeding 20% of your revenues. This does not in any way reference a CRM. CRMs just tell you what has happened. You need proactive sales tools that control the pricing activities of your sales force while in the field. Finally, while sales drive a business, salespeople should not manage your business. The nature of the salesperson is to “close that deal, whatever it takes”. I am not “dissing” sales people here; I have been in sales most of my life. However, as Dr. Phil would say, “Get real people”, don’t let the wolves guard the hen-house.

Kevin Williams, CDIA+


SRIIA Technologies, Inc.

Use and re-use of spatial information is estimated to have added $1.2 billion in productivity-related benefits to the New Zealand economy.

new zealand

The use and re-use of spatial information is estimated to have added $1.2 billion in productivity-related benefits to the New Zealand economy. This value is the result of increasing adoption of modern spatial information technologies over a thirteen year period, and is equivalent to slightly more than 0.6 percent of GNP.

Other (non-productivity) benefits linked to the increasing use of spatial information are probably worth a multiple of this. Uncertainties around the likelihood of future events and valuation methodologies limit the ability to express such benefits in dollar terms; however, non-productivity benefits are nevertheless important to policy and decision-making.

•Government Services (Local, State, and Federal)

•Private Services (Surveying, Engineering, etc


•Trade Services (including retail)



•Food Production and Distribution

•Crime Control / Law Enforcement


Examples of the use of modern spatial information technology can be found in all sectors of New Zealand’s economy. There is tremendous potential or further benefits to be realized, but the timing and likely degree of future impact is difficult to assess because the technology and applications continue to evolve rapidly, and because policies may also shift. A range of barriers to the adoption of spatial information have constrained uptake and limited the ability to reap additional benefits in New Zealand. Past and current barriers notably include problems in accessing data, inconsistency in data standards, and a general lack of skills and knowledge relating to modern spatial information technology.

New Zealand Geospatial Office Blog

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