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

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

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Session Goals and Objectives If technology acquisition is part of other jobs and roles within the enterprise . . . How can you effectively contribute to the process of identifying new technology and bringing it into your company? Seeing it through successful deployment and participating in governance are another discussion Gain an understanding of the overall acquisition process, points at which you can have impact, and how to work with vendors for mutual success.

If technology acquisition is part of other jobs and roles within the enterprise . . .

How can you effectively contribute to the process of identifying new technology and bringing it into your company?

Seeing it through successful deployment and participating in governance are another discussion

Gain an understanding of the overall acquisition process, points at which you can have impact, and how to work with vendors for mutual success.

About Gilbane Group Analyst and consulting firm focused on content technologies As analysts, we cover the market for technologies, standards, and practices that enterprises deploy to create, manage, publish, enrich, and consume content. Practice areas in enterprise search, collaboration, globalization, WCM, publishing, and document management As consultants, we work with enterprise users, vendors, and investors Technology acquisition support, technology briefings, content strategy development

Analyst and consulting firm focused on content technologies

As analysts, we cover the market for technologies, standards, and practices that enterprises deploy to create, manage, publish, enrich, and consume content.

Practice areas in enterprise search, collaboration, globalization, WCM, publishing, and document management

As consultants, we work with enterprise users, vendors, and investors

Technology acquisition support, technology briefings, content strategy development

Gilbane Group Publications and Events Gilbane Boston 2007, Nov 28 – 29 Recent webinars listed on our events blog http://gilbane.com/eventsblog/ Case studies: XML and GMS at Autodesk XML and single-source content at O’Reilly Safari U Technical content strategies at Siemens Medical and GE Healthcare White papers: Quality management and multi-lingual content XML, DITA

Gilbane Boston 2007, Nov 28 – 29

Recent webinars listed on our events blog

http://gilbane.com/eventsblog/

Case studies:

XML and GMS at Autodesk

XML and single-source content at O’Reilly Safari U

Technical content strategies at Siemens Medical and GE Healthcare

White papers:

Quality management and multi-lingual content

XML, DITA

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.

Panel Agenda Acquisition: Solutions, Not Tools Examples: Technology Acquisition scenarios Discussion: Five Points of Impact

Acquisition: Solutions, Not Tools

Examples: Technology Acquisition scenarios

Discussion: Five Points of Impact

1: Acquisition: solutions, not tools

Redefining Business Value Businesses need to reinvent themselves to deal with new economies Global Vastly increasing amounts of knowledge Differentiation is brand and core competencies, not current products Business processes must be reinvented, too Not more, but different Processes associated with technical information are at the forefront of change

Businesses need to reinvent themselves to deal with new economies

Global

Vastly increasing amounts of knowledge

Differentiation is brand and core competencies, not current products

Business processes must be reinvented, too

Not more, but different

Processes associated with technical information are at the forefront of change

It’s not about tools Content management is a business practice It’s not technology The practices requires a solution Comprising people, process, and technology Technology enables the processes associated with the practice of managing content The value of human resources cannot be underestimated But often is A focus on tools compromises the ability to align technical content processes with the organization’s strategic business and marketing objectives

Content management is a business practice

It’s not technology

The practices requires a solution

Comprising people, process, and technology

Technology enables the processes associated with the practice of managing content

The value of human resources cannot be underestimated

But often is

A focus on tools compromises the ability to align technical content processes with the organization’s strategic business and marketing objectives

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

2: Technology Acquisition Scenarios WCM at a professional services firm XML at a reference publisher Globalization management system at a technology company

WCM for a Professional Services Firm Gather Requirements and Prioritize Establish a Vendor Ranking System

Example Ranking Formula 2/3 of the Score Core capabilities Administration Publishing Multi-touchpoint Repository 1/3 of the Score WCM platform WCM strategy Elements are assigned values based on priority

2/3 of the Score

Core capabilities

Administration

Publishing

Multi-touchpoint

Repository

1/3 of the Score

WCM platform

WCM strategy

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

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

GMS for a Technology Company Phase 0: Research & Framework Web research: 10 tools Problem statement, check of dependencies Define our own framework, stakeholders Phase 1: Evaluation/Questionnaire CDAs [confidential disclosure agreements] Sun Statement of Work Sent questionnaire to 6 promising providers Questionnaire evaluation/scoring Thanks! Courtesy Sun Microsystems, Inc. Presented at Idiom WorldSummit 2007

Phase 0: Research & Framework

Web research: 10 tools

Problem statement, check of dependencies

Define our own framework, stakeholders

Phase 1: Evaluation/Questionnaire

CDAs [confidential disclosure agreements]

Sun Statement of Work

Sent questionnaire to 6 promising providers

Questionnaire evaluation/scoring

Evaluating the Short List: Sun Phase 2: Data Collection/Analysis Sun RFP/ Business Requirement Document sent to 4 providers Global Supplier Services forms Demo: Scored based on use cases RFP, BRD written Responses evaluation Customer interviews evaluation Thanks! Courtesy Sun Microsystems, Inc. Presented at Idiom WorldSummit 2007

Phase 2: Data Collection/Analysis

Sun RFP/ Business Requirement Document sent to 4 providers

Global Supplier Services forms

Demo: Scored based on use cases

RFP, BRD written Responses evaluation

Customer interviews evaluation

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 Software-as-a-Service (SaaS) uptake across the entire spectrum of technology solutions It’s now affordable to execute A viable way to learn about and apply new technologies Changing enterprise dynamics Empowering business users with budget and administration Incremental upgrades push customers to innovate

Software-as-a-Service (SaaS) uptake across the entire spectrum of technology solutions

It’s now affordable to execute

A viable way to learn about and apply new technologies

Changing enterprise dynamics

Empowering business users with budget and administration

Incremental upgrades push customers to innovate

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

4. Closing Comments