BACKGROUND The European Central Bank (ECB) was established in June 1998 and, together with the central banks of the countries whose currency is the euro, represents the financial power of the euro area. Because the main objective is to maintain price stability, i.e. to protect the euro. The ECB has around 1,340 employees and is divided into 17 business areas, but just five years after its inception, the ECB had to face the reality that document and information management was under the weight of outdated archiving methods in different company areas and ultimately risks losing control over institutional memory. Attention is also paid to the ECB's existing archive of the legacy of the pioneers of the ECB documents, the Organizing Committee and the European Monetary Institute, and the efforts to ensure that the resulting documents are as complete and accurate as possible. In 2003, the Executive Board of the ECB approved an information management policy with the aim of ushering in the era of electronic document and register management in the ECB and creating the role of the register manager. Faced with a headcount cap, but with enough compelling staff to justify an adequate budget, key people involved in the early stages of designing the ECB's initial registration policy came up with the idea of ​​using internal recruitment to create a framework that would take advantage of a cutting-edge electronic document and archive management system (EDRMS) and at the same time raise awareness among the ECB of the importance of document management/archiving so that the ECB is able to manage its information and compile a documented history for European citizens and generations to come. ARTICLE DISCUSSIONS. The Pilo...... middle of the paper......ive that I was fully satisfied. With three business analysts on board as of April 2007, a new methodology for implementation was designed taking into account the lessons learned from the pilot. It was clear that the lengthy pilot process could not be replicated and that the implementation methodology had to be rapid, albeit with limited human resources, and without compromising the quality delivered. For example, groups of two or three business areas are implemented in parallel, depending on their size and level of complexity. Secondly, Change Management provided valuable experience and taught us many lessons, given the nature of the pilot project and relatively simple requirements of the two-part pilot project, it mainly focuses on the technical performance of the system, regardless of the possibility of advanced features provided by the EDRMS.