Successful Processes for Selecting a Content Management System How to Become an Expert in Technology Acquisition Mary Lapl...
The Opportunity $2.9 billion US in 2007 Compound annual growth rate of 12.9% Size of the ECM Market, based on worldwide  t...
The Accidental Acquisition Specialist Acquisition Jobs | Juju Job Search Director, Talent  Acquisition  Operations: ARAMAR...
Session Goals and Objectives <ul><li>If technology acquisition is part of other jobs and roles within the enterprise . . ....
About Gilbane Group <ul><li>Analyst and consulting firm focused on content technologies </li></ul><ul><li>As analysts, we ...
Gilbane Group Publications and Events <ul><li>Gilbane Boston 2007, Nov 28 – 29 </li></ul><ul><li>Recent webinars listed on...
CM Professionals CM Pros Join. Share. Succeed. CM Pros is an  international community of practice  advancing the field of ...
Panel Agenda <ul><li>Acquisition:  Solutions, Not Tools </li></ul><ul><li>Examples:  Technology Acquisition scenarios </li...
1: Acquisition: solutions, not tools
Redefining Business Value <ul><li>Businesses need to reinvent themselves to deal with new economies </li></ul><ul><ul><li>...
It’s not about tools <ul><li>Content management is a business practice </li></ul><ul><ul><li>It’s not technology </li></ul...
Setting the Course for Your Enterprise “ If a manager explains, ‘we have to cast this Portal investment as a Web 2.0 proje...
2: Technology Acquisition Scenarios WCM at a professional services firm XML at a reference publisher Globalization managem...
WCM for a Professional Services Firm Gather Requirements and Prioritize Establish a Vendor Ranking System
Example Ranking Formula <ul><li>2/3 of the Score </li></ul><ul><ul><li>Core capabilities </li></ul></ul><ul><ul><li>Admini...
WCM for a Professional Services Firm Gather Requirements and Prioritize Establish a Vendor Ranking System Issue a Request ...
XML for a Reference Publisher Review existing requirements document Issue a Request for Information Develop supplemental m...
GMS for a Technology Company  <ul><li>Phase 0: Research & Framework </li></ul><ul><li>Web research: 10 tools </li></ul><ul...
Evaluating the Short List: Sun <ul><li>Phase 2: Data Collection/Analysis </li></ul><ul><ul><li>Sun RFP/ Business Requireme...
3: Five Points of Impact How you can deliver value as a member of the acquisition team
Making the business case Cost savings + revenues = executive picture Satisfy customers Comply with regulations
Distilling the key requirements Focus and avoid distraction
Choosing Acquisition Tools Help or hinder the process?
Winnowing to the short list Avoiding temptation to include favorites
Scoping the PoC Creating a win-win for you and the vendor To pay or not to pay?
Investigating Software-as-Service Offers
Alternative Technology Delivery Models <ul><li>Software-as-a-Service (SaaS) uptake across the entire spectrum of technolog...
Evidence: By the Numbers 30% of all new software $10.7 billion US Will be delivered as a service by 2010. -- Gartner World...
4. Closing Comments
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Successful Processes for Selecting a Content Management System: How to Become an Expert in Technology Acquisition

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Presented at DocTrain East 2007 by Mary Laplante and Geoff Bock, The Gilbane Group -- A critical skill set for any content management professional relates to the successful acquisition of technology that solves business problems. If your currentor futureחresponsibilities include identifying the right solutions for your company or client, this is a dont-miss session for you.

A content management solution that delivers business value starts with choosing the right technology. Even with consolidation, the CMS market continues to grow, presenting buyers with an overwhelming number of options from which to choose. Mary Laplante and a panel of senior content management analysts and consultants provide you with insight and advice on acquisition processes that will help you map a path to success, set mile markers to guide your way, and reach your goal of choosing the right content technologies for your organization.
Topics to be covered include:

* Making the business case for investment in content technologies: cost savings PLUS revenues equal the big picture for executives.
* Distilling the key requirements: how to focus the technology investigation and avoid distraction.
* Developing an acquisition strategy: tools such as RFIs, RFPs, vendor-supported discovery processes, benchmarking peer organizations, conference-room pilots, and proof-of-concepts can help or hinder your acquisition process.
* Funneling vendors from short list to partner: what you need to know about the last mile to vendor-of-choice.
* Understanding technology delivery options: how software-as-service offers should be evaluated in the technology acquisition process.

DocTrain attendees will have a unique opportunity to shape the content delivered in the session. Prior to DocTrain East, the session moderator and panelists will host discussions and surveys related to technology acquisition processes on http://cmprofessionals.org and http://gilbane.com. You will have a chance to pose your questions in advance and to participate in surveys on key challenges you face in bringing content technologies into the enterprise.

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  • Successful Processes for Selecting a Content Management System: How to Become an Expert in Technology Acquisition

    1. 1. Successful Processes for Selecting a Content Management System How to Become an Expert in Technology Acquisition Mary Laplante and Geoff Bock The Gilbane Group October 2007
    2. 2. The Opportunity $2.9 billion US in 2007 Compound annual growth rate of 12.9% Size of the ECM Market, based on worldwide total software revenue -- Gartner Through 2011 -- Gartner
    3. 3. The Accidental Acquisition Specialist Acquisition Jobs | Juju Job Search Director, Talent Acquisition Operations: ARAMARK (Philadelphia, PA): Department of Defense Acquisition , Technology and Logistics workforce. ... federalgovernment job s.us/ job s/Professor-Of- Future Technologies , Inc. is seeking an Acquisition Management Program Manager at Pax River, MD to support NAVAIR's Joint Tactical Data ... Manager Systems and Programming. ... Inc., the leading global talent acquisition solutions provider, announced today extensive ...
    4. 4. Session Goals and Objectives <ul><li>If technology acquisition is part of other jobs and roles within the enterprise . . . </li></ul><ul><li>How can you effectively contribute to the process of identifying new technology and bringing it into your company? </li></ul><ul><ul><li>Seeing it through successful deployment and participating in governance are another discussion </li></ul></ul><ul><li>Gain an understanding of the overall acquisition process, points at which you can have impact, and how to work with vendors for mutual success. </li></ul>
    5. 5. About Gilbane Group <ul><li>Analyst and consulting firm focused on content technologies </li></ul><ul><li>As analysts, we cover the market for technologies, standards, and practices that enterprises deploy to create, manage, publish, enrich, and consume content. </li></ul><ul><ul><li>Practice areas in enterprise search, collaboration, globalization, WCM, publishing, and document management </li></ul></ul><ul><li>As consultants, we work with enterprise users, vendors, and investors </li></ul><ul><ul><li>Technology acquisition support, technology briefings, content strategy development </li></ul></ul>
    6. 6. Gilbane Group Publications and Events <ul><li>Gilbane Boston 2007, Nov 28 – 29 </li></ul><ul><li>Recent webinars listed on our events blog </li></ul><ul><ul><li>http://gilbane.com/eventsblog/ </li></ul></ul><ul><li>Case studies: </li></ul><ul><ul><li>XML and GMS at Autodesk </li></ul></ul><ul><ul><li>XML and single-source content at O’Reilly Safari U </li></ul></ul><ul><ul><li>Technical content strategies at Siemens Medical and GE Healthcare </li></ul></ul><ul><li>White papers: </li></ul><ul><ul><li>Quality management and multi-lingual content </li></ul></ul><ul><ul><li>XML, DITA </li></ul></ul>
    7. 7. CM Professionals CM Pros Join. Share. Succeed. CM Pros is an international community of practice  advancing the field of content management. Its members reflect the cross-disciplinary nature of the field, and  share a passion for managing content effectively.   CM Pros helps members to succeed by enhancing their knowledge and expertise, sharing practices, and connecting corporate and individual practitioners to further develop the industry as a strategic business imperative.
    8. 8. Panel Agenda <ul><li>Acquisition: Solutions, Not Tools </li></ul><ul><li>Examples: Technology Acquisition scenarios </li></ul><ul><li>Discussion: Five Points of Impact </li></ul>
    9. 9. 1: Acquisition: solutions, not tools
    10. 10. Redefining Business Value <ul><li>Businesses need to reinvent themselves to deal with new economies </li></ul><ul><ul><li>Global </li></ul></ul><ul><ul><li>Vastly increasing amounts of knowledge </li></ul></ul><ul><ul><li>Differentiation is brand and core competencies, not current products </li></ul></ul><ul><li>Business processes must be reinvented, too </li></ul><ul><ul><li>Not more, but different </li></ul></ul><ul><li>Processes associated with technical information are at the forefront of change </li></ul>
    11. 11. It’s not about tools <ul><li>Content management is a business practice </li></ul><ul><ul><li>It’s not technology </li></ul></ul><ul><li>The practices requires a solution </li></ul><ul><ul><li>Comprising people, process, and technology </li></ul></ul><ul><li>Technology enables the processes associated with the practice of managing content </li></ul><ul><li>The value of human resources cannot be underestimated </li></ul><ul><ul><li>But often is </li></ul></ul><ul><li>A focus on tools compromises the ability to align technical content processes with the organization’s strategic business and marketing objectives </li></ul>
    12. 12. Setting the Course for Your Enterprise “ If a manager explains, ‘we have to cast this Portal investment as a Web 2.0 project to get it funded,’ I will deliver the bad news that their tactic is shortsighted and bodes poorly for the long-term success of the system. So what should you do? Approach leadership as directly as possible, with a very, very clear business rationale. This is real ‘enterprise architecture,’ sans diagrams. If you cannot make a case for how your IT project supports the business strategically , then you should reconsider your bearings. Some people say the direct approach is naive. So be it. The best way to get essential senior support for a successful technology project is to give enterprise leadership a chance...to lead .” -- Tony Byrne, CMS Watch
    13. 13. 2: Technology Acquisition Scenarios WCM at a professional services firm XML at a reference publisher Globalization management system at a technology company
    14. 14. WCM for a Professional Services Firm Gather Requirements and Prioritize Establish a Vendor Ranking System
    15. 15. Example Ranking Formula <ul><li>2/3 of the Score </li></ul><ul><ul><li>Core capabilities </li></ul></ul><ul><ul><li>Administration </li></ul></ul><ul><ul><li>Publishing </li></ul></ul><ul><ul><li>Multi-touchpoint </li></ul></ul><ul><ul><li>Repository </li></ul></ul><ul><li>1/3 of the Score </li></ul><ul><ul><li>WCM platform </li></ul></ul><ul><ul><li>WCM strategy </li></ul></ul>Elements are assigned values based on priority
    16. 16. WCM for a Professional Services Firm Gather Requirements and Prioritize Establish a Vendor Ranking System Issue a Request for Proposal Score the Vendor Responses Arrange Demos with Short-Listed Vendors 2-3 Day PoC Negotiate Acquisition
    17. 17. XML for a Reference Publisher Review existing requirements document Issue a Request for Information Develop supplemental materials Issue RFP to vendors indicating serious interest PoC with 1-2 vendors Negotiate Acquisition
    18. 18. GMS for a Technology Company <ul><li>Phase 0: Research & Framework </li></ul><ul><li>Web research: 10 tools </li></ul><ul><li>Problem statement, check of dependencies </li></ul><ul><li>Define our own framework, stakeholders </li></ul><ul><li>Phase 1: Evaluation/Questionnaire </li></ul><ul><li>CDAs [confidential disclosure agreements] </li></ul><ul><li>Sun Statement of Work </li></ul><ul><li>Sent questionnaire to 6 promising providers </li></ul><ul><li>Questionnaire evaluation/scoring </li></ul>Thanks! Courtesy Sun Microsystems, Inc. Presented at Idiom WorldSummit 2007
    19. 19. Evaluating the Short List: Sun <ul><li>Phase 2: Data Collection/Analysis </li></ul><ul><ul><li>Sun RFP/ Business Requirement Document sent to 4 providers </li></ul></ul><ul><ul><li>Global Supplier Services forms </li></ul></ul><ul><ul><li>Demo: Scored based on use cases </li></ul></ul><ul><ul><li>RFP, BRD written Responses evaluation </li></ul></ul><ul><ul><li>Customer interviews evaluation </li></ul></ul>Thanks! Courtesy Sun Microsystems, Inc. Presented at Idiom WorldSummit 2007
    20. 20. 3: Five Points of Impact How you can deliver value as a member of the acquisition team
    21. 21. Making the business case Cost savings + revenues = executive picture Satisfy customers Comply with regulations
    22. 22. Distilling the key requirements Focus and avoid distraction
    23. 23. Choosing Acquisition Tools Help or hinder the process?
    24. 24. Winnowing to the short list Avoiding temptation to include favorites
    25. 25. Scoping the PoC Creating a win-win for you and the vendor To pay or not to pay?
    26. 26. Investigating Software-as-Service Offers
    27. 27. Alternative Technology Delivery Models <ul><li>Software-as-a-Service (SaaS) uptake across the entire spectrum of technology solutions </li></ul><ul><li>It’s now affordable to execute </li></ul><ul><li>A viable way to learn about and apply new technologies </li></ul><ul><li>Changing enterprise dynamics </li></ul><ul><ul><li>Empowering business users with budget and administration </li></ul></ul><ul><li>Incremental upgrades push customers to innovate </li></ul>
    28. 28. Evidence: By the Numbers 30% of all new software $10.7 billion US Will be delivered as a service by 2010. -- Gartner Worldwide spending on SaaS in 2009. -- IDC
    29. 29. 4. Closing Comments

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