So You Want a CMS (Gnostyx Workshop Lavacon 2016)

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.

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.

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?

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

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

What do we expect from a CMS?
Or want? Or need?
Why a CMS?

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?
* We will use CMS and CCMS interchangeably in this workshop 

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

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

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

Core concepts & terminology
Conceptual Building Blocks

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
From Latin Contentum
“that which is contained”

Content is a Complex Composite Artifact
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

Defining Publishing & Documents
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.

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
Information
Data
Knowledge
Content
Content within
the Data,
Information,
Knowledge
Pyramid

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
The Goddess Athena

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
Athena holding Nike

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.

Content Lifecycle: Core Content Activities
Content
Acquisition
Content
Management
Content
Delivery
Content
Engagement

Content Acquisition
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

Content Delivery
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

Content Engagement
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

Content Management
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

Content Lifecycle: Review
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

Core Content Activities are deeply Interdependent
Content
Acquisition
Content
Management
Content
Delivery
Content
Engagement

The Fifth Element: Content Strategy
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

A Plan of Action calls for a Measurement Framework
Content
Delivery
Content
Acquisition
Content
Management
Content
Engagement
1
10
1
1 1
10
1010

Describing Improvement Targets for Core Activities
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

Content Strategy: Grounded Measurable Action Plan
Content
Delivery
Content
Acquisition
Content
Management
Content
Engagement
1
10
1
1 1
10
1010
Content
Strategy

Content Evolution as a Complex Process
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

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]
Content
Acquisition
Content
Management
Content
Delivery
Content
Engagement
Content
Strategy
Complexity demands
Architecture

Content Technology
Technologies that have
been designed to work
with content as content
- Designing
- Authoring
- Converting
- Categorizing
- Transforming
- Formatting
- Delivering
- Managing…others
Content
Acquisition
Content
Management
Content
Delivery
Content
Engagement
Content
Strategy
Content Technology
Respect the Content

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
Content
Acquisition
Content
Management
Content
Delivery
Content
Engagement
Content
Strategy
Content Technology
Content Solutions

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
Technology
Knowledge
Business
Knowledge
Management
Enterprise
Systems
Documented & Integrated
Global&Dynamic
Open&ExtensibleContent
Technology
Content
Solutions

How does a Content Management System fit in?
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

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.

A structured approach to acquiring &
deploying Content Solutions
Acquiring Content Solutions

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

Discover – Acquire & Analyze Solution Needs
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

Design – Define Solution Design & Roadmap
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

Demonstrate – Engage Stakeholders with Prototypes
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

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

Develop – Acquire & Integrate Content Technologies
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

Deliver – Finalize Content Solution Release
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

Deploy – Transition Solution to Operational Use
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

Recursion model scales from small to large projects
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

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

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

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

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?

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

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

Best Practice: CMS Selection occurs later in projects
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

A Content Technology
for managing content assets & processes
Procuring a CMS

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

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

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
How you select your CMS is more
important than what you select

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

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

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

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

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

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.

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.

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

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
A small set of well-defined requirements in each category will establish the architectural fit of a candidate CMS

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

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

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

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
Candidate CMS Identification Evaluation Team

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

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

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

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

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.

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 [?]

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

What have we learned?
Review & Wrap-up
Pulling the Pieces Together

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.
Content
Acquisition
Content
Management
Content
Delivery
Content
Engagement
Content
Strategy
Content Technology
Content Solutions

Design
Decide
Develop
Deliver
Deploy
Discover
CMS
Procurement
CMS Procurement within a Solution Implementation

CMS Procurement Process
How you select your CMS
is more important than
what you select
Candidate CMS Identification
Instantiated CMS Requirements
CMS Selection Criteria
CMS Contract Finalization
Pilot CMS Deployment
Candidate CMS Validation

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

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

Lean Content Solutions can Succeed, Scale & Survive
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

Content Solutions can deliver Major Business Benefits
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

Workshop Outcomes
How did we do?
Did we address
the questions we
identified?
Does the approach
& framework
seem reasonable?
Useful?

Following Up Very Interested in Your Feedback
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

So You Want a CMS (Gnostyx Workshop Lavacon 2016)

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