A 14 slide deck that outlines some key points to consider when piloting an integration of the Adobe DPS system in an educational environment.

1. INTRODUCING DPS IN AN EDUCATION ENVIRONS
Points to consider
Sunday, 24 November, 13

2. Find Friends in High Places
DPS is a BIG solution with Massive, game-changing
ramifications across your institution.
Educating Key decision-makers across silos about the
transformative capacity that the technology represents is crucial
to getting traction for a pilot. (I had to sell the idea as a potential
Academic Press, Internal Communications vehicle, an Alumni
Outreach support as well as a potential commercial vehicle for
the book and computer stores.
Put an iPad in their hands and get them to experience the
paradigm—preferably with content from their own domain.
Sunday, 24 November, 13

3. Key Decision-Makers
Your immediate Dean (you WILL require time to work on this)
Academic VP (Explore the potential of an academic press for publishing and authoring of
courseware. Develop content creation standards and guidelines for faculty)
Research VP (Could structure a pilot as an applied research project)
Learning Innovation/e-Learning Director (Support for training faculty and leveraging DPS
as an authoring platform)
Marketing VP (promote the project internally and externally through communications
vehicles. Provide input on branding and presence in global app store environment)
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4. Roles/Staffing
Define (multiple) roles and responsibilities on the
project such as:
Publisher, Editor, Public Relations Manager, Project
Manager, Designer (preferably with web skills),
Videographer/Photographer, IP curator (sourcing and citing
of third party materials), Faculty Investigator (provides
oversight and insight for faculty perspectives on uptake of the
resource, source research funding, provide insight into
curriculum planning)
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5. Process
Start small (chose a lightweight vehicle that allows you to focus more on exploring the
technology and workflows rather than content production)
Partner with an established content generator (work with a department that already has
established content channels and partners and that has modest publishing requirements
such as a monthly or quarterly newsletter)
Establish and map out your collaboration infrastructure (servers, volumes, social and
communications channels, authoring environments) and train your team on their use and set
expectations and guidelines for participation in these domains.
Plan for regular, weekly meetings for editorial and production considerations.
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6. Provisioning
Ensure that your team has adequate access/provisioning to the
hardware/software tools and environments necessary for
authoring, collaborating, project managing, publishing, social
mediation, archiving, etc. and set appropriate permission levels
based on roles:
WIKI/BLOG authoring, Twitter Feed, FaceBook page, PM
environment, DPS authoring, Master Collection, Apple App
Store, Creative Cloud, smart phones, tablets, email.
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7. Corporate Provisioning
While team members will have their own access to tools and
unique identities in many environments that your project may
use in common, it will be necessary to create corporate-level
identities and access privileges that will transcend any individual
on the team and allow the publishing vehicle to take on a life of
its own.
Areas to consider are: email accounts, Adobe IDs, Developer
IDs/Accounts, Twitter Accounts and Facebook Pages, to name a
few.
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8. Provisioning Process (email accounts)
Start with creating email accounts. All further provisioning will be predicated on unique
email accounts whose access privileges in any given environment will be predicated on the
hierarchy of governance within your organization. Some example email accounts might be:
Publisher, Publication Editor, Feedback/Info
NOTE: for organizations that use a top down, autocratic method of governance most
applications for App Deployment and other registrations will be handled at the publisher
level; whereas, organizations that encourage a more de-centralized form of autonomous
governance will offload registration privileges to the Editor level. One organization may
have many publishing instruments with many editors overseeing their production and
distribution. While decentralization of these functions promotes independence and agility it
is presents challenges to standardizing corporate branding objectives. Having someone
central in that role would be helpful. This is important given that App store deployment has a
global reach and that inconsistent brand messaging in this context can be problematic.
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9. Provisioning Process (Adobe)
An Adobe ID should be created for the PUBLISHER. This would require an institutional
email address to be generated such as: institutionname_publisher@institutiondomain.ext
This would cover ALL DPS publications that would be published through the various APP
stores and should, because of the global nature of representation, (eventually) have a fairly
high level of oversight from someone like the VP of Marketing.
An Adobe ID should be created for the EDITOR to allow management of access/publishing
provisioning of the publication(s) under their auspices.
Other functionaries can create their own unique, personal Adobe IDs for accessing and
sharing of content via the Creative Cloud.
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10. Provisioning Process (Developer Accounts)
The publisher should apply for and create a developer account.
Given that the various app stores represent global content
launchpads, high level oversight is important for setting branding
guidelines and ensuring that content is vetted for its veracity and
quality.
NOTE: While universities and colleges have access to
complimentary development environments for the purposes of
learning, the app stores are commercial venues and require
commercial developer licenses to publish (at least with the Apple
app Store).
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11. Design
Avoid the temptation to use everything simply because it is there. Just because the President
has a red button to launch an all out nuclear strike isn’t sufficient warrant for using it.
Let the communication objectives (message, audience, context) and consumption factors
(audience, device, situation) drive your choice of interactivity. LESS IS MORE!
Don’t fill the new medium with the old. It is not print, it is not web so don’t simply fill the
screen with re-purposed print or web material build to the strengths and abilities of the new
medium.
Build in FEEDBACK loops. Allow the user to RATE, EMAIL, CONTRIBUTE, INTERACT
and measure these responses via campaigns built in to the content and/or through the
metrics provided through Omniture/Business Catalyst.
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12. Testing 1, 2, 3
Preview live to your tablet device(s) and pass it to people
unfamiliar with the process/material and record their reactions
to their interaction with the content.
Test from searching for your publication to downloading,
interacting and feeding back to the publishers.
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13. Storytelling
Get the word out and draw as many eyes and fingertips to your app as possible. Use email,
twitter and facebook campaigns to socialize your message. Preload content on tablets and
visit key decision-makers in your organization to allow them to “experience” the difference.
Provoke them to contemplate the implications of this medium as a agent of transforming
current processes.
Invite these key decision makers to consider how this might integrate into future plans for
their own business units.
Report your progress to the Adobe Community on a regular basis.
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14. Backup
Work closely with your education representatives and Adobe
Community leaders and members to help tell your story both
inside and outside of your institution.
Ask your Adobe community how they can help to put your work
and your school on the map in order to win support for your
initiatives.
Sunday, 24 November, 13