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So You Want a CMS (Gnostyx Workshop Lavacon 2016)

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A half-day workshop held at Lavacon 2016 in Las Vegas. A relatively thorough introduction to a proven way to acquire a content management system as part of an overall content solution. Leans towards a more formal approach to selecting and validating a CMS platform than is usually followed. The approach has been proven to be effective in numerous circumstances but is especially valuable when the content infrastructure being selected will play a broad role within an enterprise environment.

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So You Want a CMS (Gnostyx Workshop Lavacon 2016)

  1. 1. So You Want a CMS What to do & What not to Implementing Content Solutions that Succeed, Scale & Survive Joe Gollner | @joegollner Managing Director Gnostyx Research Inc.
  2. 2. Intended Audience Content Strategists Content Architects Technology Architects Project Managers Solution Integrators Product Vendors Communication Managers Workshop Objective To enable successful CMS procurement as an integrated part of a larger Content Solution acquisition process. To position CMSs & Content Technologies in general for an expanded & more valuable role in the enterprise.
  3. 3. Workshop Topics @joegollner | @gnostyx 3 Introductions Why a CMS? Conceptual Building Blocks Acquiring Content Solutions Procuring a CMS Pulling the Pieces Together What have we learned?
  4. 4. Quick Introductions Introduce yourself and your organization Describe your prior experience with CMSs Share, if you wish, your objective in attending this workshop including any burning questions @joegollner | @gnostyx 4
  5. 5. Why listen to me on the topic of CMS Procurement? Content Management Experience Content Technology practitioner since 1987 Managed over 100 CMS projects in a wide range of sectors Technology Acquisition Experience NATO Acquisition Reform Working Group Canadian Government Acquisition 2000 project NATO Concurrent Engineering Pathfinder project (1995 – 2000) Continuous Acquisition & Lifecycle Support (CALS 1989 – 2004) System Procurement & Management Experience Multiple experiences in procurement litigation (all successful) Trained & mentored by the last generation of the Cold War Defense System procurement & engineering specialists Trained in numerous System Development Lifecycle Methodologies Graduate studies: project management, business analysis, system architecture @joegollner | @gnostyx 5
  6. 6. What do we expect from a CMS? Or want? Or need? Why a CMS?
  7. 7. Some Questions for You What is your definition of the word “Content”? What is your definition of a Content Management System (CMS)*? What would be your main reason for getting (or recommending) a CMS? Why do organizations need a CMS? @joegollner | @gnostyx 7 * We will use CMS and CCMS interchangeably in this workshop 
  8. 8. True Story: A Perfect Failure Legal Organization Information Technology (IT) took the lead to find a CMS  Interviewed stakeholders  Compiled requirements Selected CMS based on  Fit with Technology Architecture  Fit with Technology Skills Result – Disaster  Zero Users  Zero Content Assets  Fully unusable  Vendor withdrew support @joegollner | @gnostyx 8
  9. 9. True Story: CMS or die! Customer desperate for a CMS Could not imagine doing anything without a CMS Tried to adopt a CMS overnight Users rejected tool / Used GitHub Focus moved to the content And a new customer portal Company hit financial troubles Cuts were widespread Content team safe due to portal ROI on Content deemed to be high @joegollner | @gnostyx 9
  10. 10. The Demand for Content Management Systems Organizations gravitate to CMSs in order to: Manage content assets in which they are investing Locate, reference & reuse content assets Support authors in performing more complex tasks Facilitate more collaborative & interactive workflows Automate & manage publishing and reporting jobs Integrate content processes with other data sources @joegollner | @gnostyx 10
  11. 11. Core concepts & terminology Conceptual Building Blocks
  12. 12. Defining Content Content is what we plan, design, create, reuse & manage so that we can deliver effective information transactions Content is potential information (it is always an asset) Information is a transaction (an action) that contains & delivers content as an information product that is published in a specific context & with a specific goal @joegollner | @gnostyx 12 From Latin Contentum “that which is contained”
  13. 13. Content is a Complex Composite Artifact @joegollner | @gnostyx 13 Content Channels Sources Expertise Goals Feedback Audiences Conceptual Composition Physical Composition Greater than the sum of its parts Content Metadata Data Media Text Rules Links
  14. 14. Defining Publishing & Documents @joegollner | @gnostyx 14 Publishing The process of transforming content assets into information products that can be effectively transacted. From “to make public”. Documents Documents are information products that are transacted as part of a business event and that therefore become evidence of what happened, why it happened, & who was responsible.
  15. 15. Situating Content in the Larger Landscape Data is the meaningful representation of experience Information is the meaningful organization of data that is communicated in a specific context & for a specific purpose Content is potential information Knowledge is the meaningful organization of information expressing an evolving understanding of a subject and establishing the justified basis for judgement and therefore the potential for effective action @joegollner | @gnostyx 15 Information Data Knowledge Content Content within the Data, Information, Knowledge Pyramid
  16. 16. Defining Management From Latin “Manus” (hand) and “Agere” (to act) Guiding / Directing / Steering Governing / Controlling Management the activity of organizing, directing & controlling the economical utilization of resources to achieve business objectives the assumption of responsibility for this activity & its outcomes @joegollner | @gnostyx 16 The Goddess Athena
  17. 17. Defining Content Management Content Management: The activity of organizing & controlling content assets throughout their lifecycle The activity of facilitating & coordinating all activities that act upon content assets over the course of their lifecycle  Acquisition  Delivery  Engagement to realize identified business objectives @joegollner | @gnostyx 17 Athena holding Nike
  18. 18. What is a Content Management System (CMS)? An integrated content technology environment that enables the content management activity. While a wide variety of different tools will be used for content acquisition, delivery, and engagement, a CMS must integrate with, and coordinate the operation of, all of these tools in order to provide an efficient, scalable, sustainable, and usable solution that provides both a collaborative workspace for users & a portfolio of strategic business capabilities for the enterprise. @joegollner | @gnostyx 18
  19. 19. Content Lifecycle: Core Content Activities @joegollner | @gnostyx 19 Content Acquisition Content Management Content Delivery Content Engagement
  20. 20. Content Acquisition @joegollner | @gnostyx 20 Content Acquisition How we acquire content assets  Author / Convert  Modify / Adapt / Localize  License / Aggregate Focused on  Maximizing quality  Minimizing costs  Shortening cycle times  Maximize usability
  21. 21. Content Delivery @joegollner | @gnostyx 21 Content Delivery How we publish content assets as effective information transactions  Selects / Resolves / Compiles / Renders assets  Delivers information products Focused on  Maximizing automation  Maximizing quality  Maximizing contextual relevance  Maintaining transaction authority
  22. 22. Content Engagement @joegollner | @gnostyx 22 Content Engagement How we learn from how information products are used  Tapping into user experiences  Soliciting feedback / Capturing contributions  Analyzing user behaviour data  Measuring user task effectiveness Focused on  Maximizing attentiveness to user activities  Maximizing responsiveness to changes in needs
  23. 23. Content Management @joegollner | @gnostyx 23 Content Management How we organize & control content assets / facilitate & coordinate content activities  Protecting the long-term value of content assets  Coordinating changes / adaptations/localizations  Facilitating manual & automated content processes  Maintaining & leveraging content relationships Focused on  Maximizing usability, efficiency, scalability, security  Minimizing risks of asset damage or loss
  24. 24. Content Lifecycle: Review @joegollner | @gnostyx 24 Content Acquisition Content Management Content Delivery Content Engagement How content is created, converted or licensed How content is selected, published & delivered How content is controlled & coordinated How content is improved by user contributions
  25. 25. Core Content Activities are deeply Interdependent @joegollner | @gnostyx 25 Content Acquisition Content Management Content Delivery Content Engagement
  26. 26. The Fifth Element: Content Strategy @joegollner | @gnostyx 26 A strategy is a plan of action directed towards achieving a long-term goal through the coordination, integration and application of the resources and capabilities available to an enterprise A Content Strategy - Is a plan of investment action - Seeks to achieve a long-term business goal with content investments - Leverages existing & newly acquired resources & capabilities - Is centered on what content is needed & why Content Acquisition Content Management Content Delivery Content Engagement Content Strategy
  27. 27. A Plan of Action calls for a Measurement Framework @joegollner | @gnostyx 27 Content Delivery Content Acquisition Content Management Content Engagement 1 10 1 1 1 10 1010
  28. 28. Describing Improvement Targets for Core Activities @joegollner | @gnostyx 28 Content Delivery Content Acquisition Content Management Content Engagement 2.4 4.2 As Is 2.8 4.0 8.3 8.77.8 To Be 1 10 1 1 1 10 1010 8.8 As Is Current Score: 45 To Be Target Score: 281 Candidate Criteria Efficiency Consistency Maintainability Usability Affordability Measurability Each project must decide what metrics will work best
  29. 29. Content Strategy: Grounded Measurable Action Plan @joegollner | @gnostyx 29 Content Delivery Content Acquisition Content Management Content Engagement 1 10 1 1 1 10 1010 Content Strategy
  30. 30. Content Evolution as a Complex Process @joegollner | @gnostyx 30 Content Acquisition Content Management Content Engagement Content Delivery Content Strategy Information Product User Task Guidance Feedback How effective users are in their tasks when using the information products will determine the feedback that will drive the content evolution process
  31. 31. Content Architecture Designing the structure, semantics, validation rules, and processes that will govern how content assets evolve within the content lifecycle. A content architecture will specify & validate design decisions based on precedents, standards & evidence. [aka Content Engineering] @joegollner | @gnostyx 31 Content Architecture Content Acquisition Content Management Content Delivery Content Engagement Content Strategy Complexity demands Architecture
  32. 32. Content Technology Technologies that have been designed to work with content as content - Designing - Authoring - Converting - Categorizing - Transforming - Formatting - Delivering - Managing…others @joegollner | @gnostyx 32 Content Acquisition Content Management Content Delivery Content Engagement Content Strategy Content Technology Respect the Content
  33. 33. The Real Objective: Content Solutions Combine & leverage content technologies in a way that supports & facilitates the content lifecycle activities in line with a validated & evolving content architecture N.B. The content architecture shields the content lifecycle from tool choices to ensure long-term solution sustainability @joegollner | @gnostyx 33 Content Architecture Content Acquisition Content Management Content Delivery Content Engagement Content Strategy Content Technology Content Solutions
  34. 34. The Emergence of Content Solutions We can leverage the portable & processable nature of content to integrate the three central facets of the modern enterprise - Knowledge - Business - Technology Content Management Systems (CMSs) play an important facilitating role as a content technology But what really matters is the Content Solution @joegollner | @gnostyx 34 Technology Knowledge Business Knowledge Management Enterprise Systems Documented & Integrated Global&Dynamic Open&ExtensibleContent Technology Content Solutions
  35. 35. How does a Content Management System fit in? @joegollner | @gnostyx 35 Maintaining the division of responsibilities between the Content Architecture & the Content Technology mechanisms that are put into place is critically important to long-term solution sustainability, scalability & adaptability Content Architecture Content Model Content Processes Content Technology CMS Configuration CMS Deployment Content Acquisition Content Management A Content Management System is a supporting mechanism to the Content Lifecycle Activities Governing Controls Supporting Mechanisms Content Delivery Content Strategy Content Standards Solution Design Technology Standards Content Engagement The Anatomy of a Content Solution CMS Content Lifecycle Activities
  36. 36. A Digression Concerning Component CMSs (CCMSs) Component Content Management Systems (CCMSs) CMSs that have been specifically designed to manage the unique challenges that come with content assets that are structured, modular, and optimized for reuse. CCMS has been adopted as a label to differentiate a specialized set of technology products from the larger marketplace of more generic CMSs (e.g., Web CMSs). Not strictly necessary or useful as a designation but may still be necessary as a marketing differentiator. @joegollner | @gnostyx 36
  37. 37. A structured approach to acquiring & deploying Content Solutions Acquiring Content Solutions
  38. 38. Content Solution Implementation Model Seven Stage Recursive Implementation Model (7D) Discover – acquire & analyze solution needs Design – define solution design & roadmap Demonstrate – engage stakeholders with prototypes Decide – declare content strategy & business case Develop – acquire & integrate content technologies Deliver – finalize content solution release Deploy – transition solution to operational use @joegollner | @gnostyx 38
  39. 39. Discover – Acquire & Analyze Solution Needs @joegollner | @gnostyx 39 1 2 3 4 5 6 7 Discover Establish & Analyze a Reference Baseline Existing documentation artifacts  Management / Process / System / User Library of document samples  Representative examples showing all key states Harvest stakeholder inputs Critical needs that require a solution Key constraints that need to be observed Management hot buttons
  40. 40. Design – Define Solution Design & Roadmap @joegollner | @gnostyx 40 1 3 4 5 6 7 2 Design Frame a Solution Design Provide precedents for solution approach Designate standards to be leveraged Establish baseline content & process model Identify implementation options Emphasize solution boundaries  Overall solution scope / functional boundaries Establish an investment roadmap Provide options for incremental investment
  41. 41. Demonstrate – Engage Stakeholders with Prototypes @joegollner | @gnostyx 41 1 4 5 6 7 2 3 Demonstrate Prepare Information Prototypes Illustrating key new information services  Focus on areas of business impact Leverage available capabilities  Content standards & associated open source tools  In-house technologies & skills  External expertise applied to illustrative examples Set Demonstrations within Solution Design Help people understand what they are seeing
  42. 42. @joegollner | @gnostyx 42 1 5 6 7 2 3 4 Decide Establish Management Documents Content Strategy  Identify improvement targets for content activities Business Case  Identify, classify, and quantify benefits  Establish benefits realization schedule  Calculate Return on Investment (ROI) Engage Executive Management Leverage demonstrations to magnify impact Decide – Declare Content Strategy & Business Case
  43. 43. Develop – Acquire & Integrate Content Technologies @joegollner | @gnostyx 43 1 6 7 2 3 4 5 Develop Establish a Model Implementation Working model of end-to-end processes Acquire Necessary Content Technologies Ground technology selections on  Solution Design / Formal Tendering Process  Substantiated Selection Criteria  Instantiated Requirements  Model Implementation as reference benchmark Construct production content solution
  44. 44. Deliver – Finalize Content Solution Release @joegollner | @gnostyx 44 1 5 7 2 3 4 6 Deliver Engage stakeholders in validating solution Refine the solution based on feedback Conduct Formal Acceptance Testing Document as-accepted baseline Harden the Content Solution Release Initiate configuration management process Initiate maintenance & support process Bolster the testing & troubleshooting process
  45. 45. Deploy – Transition Solution to Operational Use @joegollner | @gnostyx 45 1 4 5 6 2 3 7 Deploy Engage Stakeholders in Transition Process Transition & support operational users  Provide training  Create power users  Initialize feedback mechanisms  Invest in the success of new users Harvest Metrics & Showcase Successes Use metrics to locate problems early Use metrics to highlight benefits realized
  46. 46. Recursion model scales from small to large projects @joegollner | @gnostyx 46 Design, Demonstrate & Decide will interact. An open, extensible technology platform will enable this interaction. Develop, Deliver & Deploy will interact. They are focused on constructing a robust solution implementation. Discover Demonstrate Design Decide Develop Deliver Deploy Discover
  47. 47. Why Use this Approach? Benefits Enables continuous engagement of stakeholders Adjusts to different budget & scope scenarios Fosters a pragmatic approach to political realities Encourages investment balance across Content Activities/Project Phases/Stakeholder Groups Achieves & sustains high levels of quality Delivers robust solutions that handle radical change Builds Substantiation for all Investment Decisions @joegollner | @gnostyx 47
  48. 48. Key Technique: Information Prototyping Information Prototyping Facilitates the early & continuous demonstration of envisioned information services in Content Strategy  Awakens otherwise hidden allies  Builds broad support (& excitement) for an initiative  Explores business implications early instead of after-the-fact  Medium-fidelity approach places focus on the content itself Leverages extensible, low-cost capabilities  Open, standards-based, community-supported tools  Ability to make affordable & quick adjustments is key  Responsiveness engenders an accelerated learning process  The cost of change is kept intentionally low @joegollner | @gnostyx 48
  49. 49. Key Technique: Model Implementations Model Implementations Realize end-to-end content lifecycle processes in a open, transparent, cross-sectional way  An “informative” implementation / a working model  A demonstration & validation of the Content Architecture Like Information Prototypes, Model Implementations leverage affordable, open, and extensible technologies Provide a complete treatment of end-to-end processes  Openness facilitates stakeholder participation & engagement  Provides a functional benchmark for testing production deployments & performing operational troubleshooting  Enables the co-evolution of skills, solutions & business change @joegollner | @gnostyx 49
  50. 50. True Story: Shocking Success Government Information Portal Multi-jurisdictional collaboration Intended to support Farmers Information Prototype MS Excel / XML / HTML5 / JavaScript / CSS Used for iterative usability testing Model Implementation Established initial operating capability Paired with a funding request for the production deployment Financial Response: How much money do you want? @joegollner | @gnostyx 50
  51. 51. Observations on this Solution Implementation Model A Heavy Emphasis is placed on: Early capability demonstration (Information Prototypes) Model Implementations as open & extensible architectural validations & functional benchmarks Maximizing content solution sustainability, scalability & adaptability by separating  The Content Architecture from the Content Technologies used  Content activities from their supporting mechanisms Leveraging open standards to benefit from industry best practices & marketplace innovations Continuous stakeholder engagement to maintain close alignment with business goals @joegollner | @gnostyx 51
  52. 52. Where again does a CMS fit? A CMS will be a key piece of the solution puzzle But like a puzzle piece, you don’t know which one will fit until you can see the general shape of the puzzle In the steps leading up to the Develop stage, we have established the resources needed to perform a grounded CMS technology selection process …so in the Develop stage we can do just that @joegollner | @gnostyx 52
  53. 53. Best Practice: CMS Selection occurs later in projects @joegollner | @gnostyx 53 Discover Demonstrate Design Decide Develop Deliver Deploy Discover CMS Procurement Because the CMS selection is so important the procurement process often starts in the design stage But the finalization of the CMS procurement should only occur in the develop stage once sufficient experience has been gained
  54. 54. A Content Technology for managing content assets & processes Procuring a CMS
  55. 55. Optional Exercise: Develop a CMS Requirement Draft a CMS Requirement Choose a specific feature Linking Reuse Validation Reporting …one of your own choosing Share your requirement @joegollner | @gnostyx 55
  56. 56. Familiar Procurement Steps with a Difference Substantiation is the watch word in a sound CMS procurement Everything that is asked for has a reason & can be validated Goal is to select the right CMS for the content solution on good contractual terms The CMS selected must enable your content solution & never limit its potential @joegollner | @gnostyx 56 CMS Contract Finalization Pilot CMS Deployment Candidate CMS Validation Candidate CMS Identification Instantiated CMS Requirements CMS Selection Criteria Potential CMS Vendors
  57. 57. CMS Procurement: What Not to Do Do not base CMS Selection on: Perceived “relationship” value  Always over-valued (Demo Love) Technical Over-specification  Information Technology (IT) group tries to specify product internals Feature Check-Lists  Generally meaningless  Unenforceable contractually  Not specific enough to be tested @joegollner | @gnostyx 57 How you select your CMS is more important than what you select
  58. 58. Potential CMS Vendors Who do you invite to the Party? Simple criteria can be used Active in the relevant areas Comparable customers Basic viability Build Supplier List Potential bidders @joegollner | @gnostyx 58
  59. 59. CMS Selection Criteria – Request for Proposals Request for Proposal (RFP) Initiates a legal process Establishes the framework for selection Results in a legally binding & enforceable contract Word to the wise You are bound by the terms of the process you begin But so are the vendors @joegollner | @gnostyx 59
  60. 60. CMS Selection Criteria Mandatories Mandatories: the First Major Filter Should establish which vendors are realistic candidates Should be Mandatories that must be met  Must be something that can be objectively validated  Supported by evidence (or confirmed as necessary)  e.g., Vendor has been in business for three years  Met by the provision of information in a proposal  e.g., Vendor will provide three reference projects Mandatory Criteria must be Substantiated Tied directly back to policies, standards, requirements Watch for artificial mandatories used to rig the process @joegollner | @gnostyx 60
  61. 61. Key Mandatory Criteria: Commercial Terms Vendors must: Meet specific (and reasonable) criteria pertaining to their viability as a supplier  Legal status  Financial good standing  Insurance coverage Provide a technical proposal as specified  Ensures that all criteria are fully addressed Provide a financial proposal as specified  Ensures that all costs are disclosed including licenses, setup, customizations, warrantees, maintenance, support, training…  Ensures that the costs of competing products are comparable @joegollner | @gnostyx 61
  62. 62. Instantiated CMS Requirements Rated Elements Requirements that you want to see addressed Derived from Content Solution Requirements Instantiated Associated with demonstration scenarios & content It is the fulfilment that matters Keep an open mind on how a requirement is met  Current CMS Product capability  May call for product configuration or customization  Risk assessment can be reflected in rating the response @joegollner | @gnostyx 62
  63. 63. Instantiated CMS Requirements Example 1 4.2.2 The CMS Vendor must support the full & complete export of content assets such that the exported content satisfies the standards, rules and application behavior that have been defined for that content. If selected, the vendor will be required, as part of the validation of their proposal, to demonstrate the import, use, and export of content as provided by the evaluation team. This requirement exhibits a number of the elements of an effective CMS request. Compliance could be rated on a scale from no capability to full capability. This requirement also does not presume to specify how the CMS vendor will meet it. @joegollner | @gnostyx 63
  64. 64. Instantiated CMS Requirements Example 2 5.1.3 The CMS Vendor must support version 1.2 of the Darwin Information Typing Architecture (DITA) with specific attention to features that are currently planned for use such as keyref, conkeyref, and type, domain and attribute specialization. See the initial demonstration data set that has been provided as an exemplar of the planned DITA markup practices. If selected, the vendor will be required, as part of the validation of their proposal, to demonstrate this support using additional test cases. This requirement identifies specific details about the DITA support needed & the process whereby it will be confirmed. @joegollner | @gnostyx 64
  65. 65. Optional Exercise: Develop a CMS Requirement Draft a CMS Requirement Choose a specific feature Linking Reuse Validation Reporting …one of your own choosing Share your requirement @joegollner | @gnostyx 65
  66. 66. Common CMS Requirement Categories Requirements Category Sample Requirement Topics Asset Management Version control / Metadata Management / Referential Integrity Authoring Support Import filters / Search / Integration with Editing Tools / Ease of use Translation Management TMS integration / Translation Workflow / Status Tracking Collaboration Collaborative Review / Subject Matter Expert Contribution Tool Workflow Management Graphical Workflow Design / Workflow Model Types Access Control & Security Access Control for Group, Individual & Role / Archival Functions Publishing Publishing Tool Integration / Data Export / Preview Services Reporting Dashboard Reports on Assets & Workflows / Reporting Toolkit Release Management Branching & Merging / Managing Concurrent Releases Standards Support Support for Designated Standards (Content, Technology, Process) Technology Supported Platforms / Database Interfaces / Developer Tools Vendor Professional Services / Training / Support / Client References @joegollner | @gnostyx 66 A small set of well-defined requirements in each category will establish the architectural fit of a candidate CMS
  67. 67. Candidate CMS Identification Evaluation A Candidate CMS Vendor will be identified that: Meets all mandatory selection criteria Reached an acceptable score on rated requirements Determined to provide the best overall value @joegollner | @gnostyx 67
  68. 68. Evaluating Proposals Technical Evaluation  Evaluation team members usually score proposals separately  Team consolidates scores to establish a final rating for each  Scores range from 0 for no capability to “top marks” (e.g., 10)  Establishes a technical ranking of proposals Financial Evaluation  Cost per evaluation point [lowest cost per point method]  Total cost divided by total score assigned  Cost as separate category [highest overall score method]  Financial ranking used to pro rate 30% of the total possible score  Lowest cost receives 100% of the Financial points  Second lowest cost receives a pro rated ratio of the points  Similar method applied to the Technical score allocation @joegollner | @gnostyx 68
  69. 69. Best Overall Value Request for Proposal Will define the Evaluation Methodology This will include what determines “best overall value” Risk Adverse Organizations Opt for a calculated representation of best value (e.g., Lowest Cost Per Rated Point) Preferred Method Evaluation scores used to inform management Evaluation report highlights important considerations Management then makes an informed decision @joegollner | @gnostyx 69
  70. 70. CMS Proposal Evaluation Team Incredibly important to get right Incredibly difficult to get right Evaluation Team Composition Will be used by stakeholders to judge the process  The inclusiveness of the process & credibility of the outcome Evaluation Team Members must be fully Engaged  Ideally part of the overall project from the start Evaluation Team will Advise Executive Stakeholders  The final decision should be made as high up as possible @joegollner | @gnostyx 70 Candidate CMS Identification Evaluation Team
  71. 71. Buyer Beware – A Digression on Consultants Consultants often called upon to support CMS Selection Confirm Consultant Independence Some receive “commissions” Confirm Consultant Experience Have they been responsible for comparable initiatives Have they been responsible for end-to-end project lifecycles @joegollner | @gnostyx 71
  72. 72. Candidate CMS Validation Testing Candidate CMS Selection must be validated Individual requirements will be confirmed using tests  Use content & process scenarios from the Model Implementation  Develop or acquire test cases to confirm general technical requirements Validation may identify issues  May disqualify a vendor; or  May identify additional costs to achieve full compliance  This will call for proposal amendments @joegollner | @gnostyx 72
  73. 73. Pilot CMS Deployment A Funded Task Validated CMS Selection Moves to a Pilot Phase Should be a Funded Task Pilot Contract based on Request for Proposal (RFP) Vendor Proposal Clarifications / Amendments Pilot implements parts of the Model Implementation Must adapt to CMS platform @joegollner | @gnostyx 73
  74. 74. Pilot CMS Deployment Pilot Outcomes CMS Pilot Components CMS Training for project team Selected customizations identified in proposal made  Confirms customization costs Selected processes demonstrated within CMS Stakeholders engaged Review pilot deployment Users provide feedback Vendor proposal updated @joegollner | @gnostyx 74
  75. 75. CMS Contract Finalization CMS Contract Should only be finalized based on the Pilot Outcomes Should finalize a broad range of considerations  Licensing including possible changes  Customization  Technical Support  Professional Services  Supplemental Training N.B. You need to use your negotiating leverage here. You will not get a second chance. @joegollner | @gnostyx 75
  76. 76. Challenges of a Formal CMS Procurement Process Resistance to Formality Organizations often shrink from procurement formality Perceived as expensive or as overkill  Perceived as weakening the CMS Vendor relationship  Perceived as threatening due to its clear accountability  Perceived as incompatible with the urgency of the need Organizations struggle with the Collaboration involved  Formal CMS Procurement will force collaboration between Communications, Finance, IT, Legal Historically a CMS selection has been like a marriage  Divorce is difficult, expensive, and disruptive  Somehow seen as a reason to avoid thinking about it [?] @joegollner | @gnostyx 76
  77. 77. Advantages of a Formal CMS Acquisition Process A Formal CMS Acquisition Process Selects the “Best Fit” CMS for a Content Solution  Both for the immediate needs but also for future possibilities Establishes a durable basis for a long-term relationship  The legal arrangements put into place can be used to enforce commitments on both sides Ensures that the resulting contract is robust  It can withstand challenges (internal, external, circumstantial) Forces the collaboration of different stakeholders  While challenging, it builds a network of collaborators Involves stakeholders in an important learning process  The capabilities of the CMS will be leveraged effectively @joegollner | @gnostyx 77
  78. 78. What have we learned? Review & Wrap-up Pulling the Pieces Together
  79. 79. A CMS Supports the Operation of a Content Solution Content is potential information. Content is published as information products. The Content Lifecycle is guided by Content Strategy & supported by technology mechanisms that include a CMS as a central component. @joegollner | @gnostyx 79 Content Architecture Content Acquisition Content Management Content Delivery Content Engagement Content Strategy Content Technology Content Solutions
  80. 80. @joegollner | @gnostyx 80 Discover Demonstrate Design Decide Develop Deliver Deploy Discover CMS Procurement CMS Procurement within a Solution Implementation
  81. 81. CMS Procurement Process @joegollner | @gnostyx 81 How you select your CMS is more important than what you select Candidate CMS Identification Instantiated CMS Requirements CMS Selection Criteria Potential CMS Vendors CMS Contract Finalization Pilot CMS Deployment Candidate CMS Validation
  82. 82. Key Points: CMS Procurement Formality in CMS Procurement ultimately yields many benefits Better solution fit Better lifecycle cost Better relationship Investments in information prototypes & model implementation essential to CMS validation & tailoring @joegollner | @gnostyx 82
  83. 83. Key Points: Content Solution Design Principles Content Solutions should Separate content & content activities from the supporting technology  Maximizes the sustainability, scalability & adaptability of the solutions  Maximizes the range of technologies that can be used Maximize alignment of investments with business goals & stakeholder needs @joegollner | @gnostyx 83
  84. 84. Lean Content Solutions can Succeed, Scale & Survive @joegollner | @gnostyx 84 Business Requirements Budget Realities Political Factors User Needs Demonstration Capability Model Implementation Production Deployment Continuous Improvement Content Technologies Content Standards Best Practices Open Source Commercial Content Strategy Lean Content Solutions Content Architecture Content Assets Articulated Processes Performance Metrics Just Enough Technology (Lean principle of pull) The state-of-the-art in Content Solution Design
  85. 85. Content Solutions can deliver Major Business Benefits @joegollner | @gnostyx 85 Changes in the global economy places intense pressure on all organizations to: - Leverage knowledge assets - Innovate rapidly - Cut costs - Trim staff levels - Shorten cycle times - Address new markets Content has a key role to play & Content Solutions make it possible for this to happen Technology Knowledge Business Knowledge Management Enterprise Systems Documented & Integrated Global&Dynamic Open&ExtensibleContent Technology Content Solutions
  86. 86. Workshop Outcomes How did we do? Did we address the questions we identified? Does the approach & framework seem reasonable? Useful? @joegollner | @gnostyx 86
  87. 87. Following Up Very Interested in Your Feedback @joegollner | @gnostyx 87 Joe Gollner Managing Director Gnostyx Research Inc. 1 Rideau Street, Suite 700 Ottawa, Ontario, Canada www.gnostyx.com jag@gnostyx.com Twitter: @joegollner Content Philosopher Blog: www.gollner.ca

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