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You can lead a horse to water…<br />CMS governance: Aligning people for success<br />1<br />Toronto  |  Ottawa  |  Calgary...
…but you can’t make him drink <br />Aligning people for governance success<br />Thank you for coming! (social media next d...
Amanda Shiga<br />3<br />NLC: a professional services company  with core competencies in online strategy, large-scale web ...
What is (CMS) governance?<br />4<br />Ask 20 people, get 20 answers. <br />A set of policies, roles, responsibilities and ...
Don’t forget why you implemented a CMS in the first place!<br />Common reasons<br />To remove the IT bottleneck<br />To em...
6<br />A thought experiment<br />
7<br />The Problem<br />Two different departments have critical events happening at the same time and both want to be on t...
8<br />The Problem<br />You are considering changing the way you label navigation on your website. <br />Who is responsibl...
9<br />The Problem<br />There is a clear business case for a new faceted search engine. <br />It will benefit almost every...
10<br />The Problem<br />The number of online registrations has dropped by 25%.  (Increasing registrations is a key object...
11<br />The Problem<br />A series of untrue, near-slanderous blog posts are made about your organization and retweeted. <b...
What can we do?<br />12<br />Today, I hope to …<br />Draw a bigger circle around WCM governance that goes beyond workflows...
What happens if you don’t put “good” governance in place?<br />Messy, uncontrolled growth of content<br />Organizational c...
Typical governance FAIL<br />No senior champion<br />Project is an IT-driven initiative<br />Web team has limited budget a...
What types of governance models exist?<br />Decentralized (common in larger orgs)<br />No single owner<br />Driven by poli...
What types of governance models exist?<br />Collaborative<br />Executive champion<br />Steering committee / council<br />D...
17<br />Executive sponsor<br />Web steering team<br />Web  team<br />Content authors<br />A collaborative WCM governance m...
The executive team/sponsor<br />Roles and responsibilities<br />Defining the overall strategy and priorities for the websi...
A committed sponsor<br />Doesn’t just sign the cheque<br />Takes responsibility for the project<br />Wants to see the proj...
Some tips<br />The business case should sell itself<br />Education is key<br />Provide the sponsor with ongoing status and...
The web steering team<br />Advice:the Internet Strategy Forum (2009)<br />The role of internal online strategist has shift...
The web steering team<br />Roles and responsibilities<br />Resolve questions of conflicting priorities based on objectives...
The web steering team<br />Committees and membership<br />Break down role into multiple committees reporting to the WST<br...
The web team<br />Roles and responsibilities <br />Undertake ongoing analysis of user behaviour and report on this behavio...
Knowledge half-life<br />The half life of knowledge in a given field is how long it takes for half of industry current exp...
Content contributors<br />Roles and responsibilities <br />Creation and editing of content<br />Entry of content into WCM<...
27<br />Executive sponsor<br />Web steering team<br />Web  team<br />Content authors<br />A collaborative WCM governance m...
Competencies for online success<br />28<br />
Map competency tasks to teams<br />29<br />
Put that all in place.<br />When you develop your workflows and permission granularity, you will benefit from clarity and ...
31<br />What about Sharepoint?<br />
Sharepoint…talk about polarizing<br />Context: An internal collaboration tool<br />A massive cultural change<br />In 2010,...
Why do so many Sharepoint implementations fail?<br />Lack of Sharepoint technology understanding<br />Lack of executive sp...
Sharepoint dream team<br />The executive sponsor remains crucial<br />The steering team takes on some different responsibi...
The Sharepoint steering team<br />35<br />Helpful tips<br />Representation from different departments; consider enthusiast...
The balancing act<br />People like to know what to do – guide them<br />Too much governance – lack of adoption<br />Too li...
Other suggestions<br />Create a Sharepoint pilot first<br />Create a positive buzz about the user experience<br />Run the ...
Advice from the trenches<br />
Advice from the trenches<br />Align your people BEFORE your implementation starts!<br />Before technical planning<br />Bef...
Advice from the trenches<br />Prepare people for governance sessions<br />Use your information architecture<br />When in d...
The Colouring Exercise<br />41<br />
More advice from the trenches<br />The web is a distinct and unique medium – provide content authors adequate training and...
How to encourage adoption<br />Engage evangelists and spread the word<br />Training – people fear the unknown<br />Support...
Act it out<br />44<br />Workshop – 20 minutes duration<br />Select some small object to represent a piece of content<br />...
Sketch it out<br />Visual is powerful<br />Creating simple pictures is an incredibly powerful way to discover ideas and so...
Use some persuasion<br />46<br />Human Behaviour 101<br />One of the best ways to get people to do something? Turn it into...
The $100 Game<br />47<br />Activity: Around 20 minutes<br />You are provided with a list of priorities and $100 to ‘spend’...
48<br />The Problem<br />You are considering changing the way you label navigation on your website. <br />Who is responsib...
A good answer<br />The web team is responsible for monitoring analytics and reporting findings to the web steering team.<b...
50<br />The Problem<br />Two different departments have critical events happening at the same time and both want to be on ...
A good answer<br />The web steering team makes the call.<br />Does not need to be escalated to the executive team unless a...
52<br />The Problem<br />There is a clear business case for a new faceted search engine. <br />It will benefit almost ever...
A good answer<br />The executive team makes the funding decision and allocates budget as required.<br />53<br />
54<br />The Problem<br />The number of online registrations has dropped by 25%.  (Increasing registrations is a key object...
A good answer<br />The executive team pays attention to this and imposes an appropriate strategy and reaction chain throug...
56<br />The Problem<br />A series of untrue, near-slanderous blog posts are made about your organization and retweeted. <b...
A good answer<br />Marketing and/or communications might take responsibility for this<br />Social media monitoring<br />57...
Social Media Response Matrix<br />Created by non~linear creations, December 2009<br />Monitoring<br />Upon discovering a c...
 YouTube
Flickr</li></ul>Neutral Channels<br /><ul><li> Blogs
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CMS Governance: Aligning Your People

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  • Who here has been part of a initiative to plan governance for a website? Who has been successful?
  • A good rule of thumb – when people get muddled in the details or the politics – take a step back and ask – why are we doing this?
  • Imagine (or maybe you don’t need to) that you are part of a team managing the website of a large organization. Multiple departments, multiple stakeholders.How would you answer these questions?
  • Give some anecdotes here #1 challenge we see after implementing a CMS for our clients -&gt; the content authors don’t like it Loss of credibility – does anyone remember the United Airlines story from a couple of years ago? The company’s stock fell 76 percent in one day due to an article titled “UAL Declares Bankruptcy” appeared on the South Florida Sun Sentinel Web site that Sunday, got picked up by Google News, and then quickly summarized and republished to financial site Bloomberg by a reporter tasked with summarizing stories about companies in distress. Then the trading began and the stock collapsed. The problem: the article was from 2002, not 2008
  • NB: These are more general than CMS-specific.
  • NB: These are more general than CMS-specific.
  • The Executive Team meets routinely to manage the operational and strategic affairs of the University. For the web, this team is intended to be the senior decision making structure for online activities. It will set high level policies, define strategic direction and evaluate the success of online expenditures. THE CHAMPIONExecutive Team (ET) ResponsibilitiesThe ET would be responsible for:Defining the overall strategy and priorities for the Dalhousie Web site, particularly in support of enrolment objectives.Allocate funding for Web.Ensuring that the right people are in the right positions for the University to achieve online success. This may involve the reassignment of existing resources or advocating for additional resourcesEnsuring that online activities demonstrate a “whole of institution” perspectiveAdvocating for funding of new IT or Communications activities that promise high return on investmentReviewing and approving brand guidelines and proposed Common and Look and Feel for external sitesActing as a the final authority for resolving conflicts which the Operating Committee is unable to resolveThe ET would not have operational responsibilities. 
  • NB: These are more general than CMS-specific.
  • Content reviewed by Web Team to ensure it complies with policies set by WST and ET
  • Is anyone NOT familiar with Sharepoint?
  • Use your information architecture (colouring exercise)When in doubt, keep it simple. Use as few approval steps as possible. Removing one bottleneck often creates another.Educate people on CMS concepts: workflow, permissions, publication and other processes. Our number one education pain point is workflows and gathering requirements for specific platforms. A story – one of the biggest challenges I have when doing technical requirements for a CMS implementation is bridging the gap between people’s mental model of a workflow and the way a particular system defines a workflow. (Sadly we must work with the limitations and architectures of each system) Never underestimate the time needed, and the value, of education sessions so people feel they really “get” it.
  • This is an exercise we often give our clients to help them clarify which content should be owned where. It is putting a stake in the ground - Doesn’t account for shared content or personalized content
  • This exercise is especially helpful in illustrating why it is important to keep things simple. A live action role-playing game (LARP) is a form of role-playing game where the participants physically act out their characters&apos; actions. The players pursue goals within a fictional setting represented by the real world, while interacting with each other in character. The outcome of player actions may be mediated by game rules, or determined by consensus among players. Event arrangers called gamemasters decide the setting and rules to be used and facilitate play.
  • Dan Roam – highly recommend you watch one of his videos – very compelling and can be applied to almost anythingHe talked about three types of people
  • I just got back from the IA summit…
  • Helping groups with conflicting priorities
  • Social media is still the “wild west” to some degree, but there are tools available to help. Shout out to USAF
  • Transcript of "CMS Governance: Aligning Your People"

    1. 1. You can lead a horse to water…<br />CMS governance: Aligning people for success<br />1<br />Toronto | Ottawa | Calgary | Regina | New York<br />
    2. 2. …but you can’t make him drink <br />Aligning people for governance success<br />Thank you for coming! (social media next door)<br />
    3. 3. Amanda Shiga<br />3<br />NLC: a professional services company with core competencies in online strategy, large-scale web implementations and online marketing<br />WCM consultant (Reddot, Sitecore, Sharepoint)<br />Web strategy and business analysis<br />@amandashiga<br />http://www.nonlinear.ca/blog<br />non~linear creations <br />(Ottawa, Toronto, Calgary, Regina, New York)<br />
    4. 4. What is (CMS) governance?<br />4<br />Ask 20 people, get 20 answers. <br />A set of policies, roles, responsibilities and processes to guide, direct and control how your CMS is used to accomplish business goals<br />A set of workflows and permissions implemented in your CMS<br />The authoritative administrative structures that setpolicy and standards for Web product management<br />
    5. 5. Don’t forget why you implemented a CMS in the first place!<br />Common reasons<br />To remove the IT bottleneck<br />To empower distributed content authors to manage their own content<br />To enforce standards across your web properties<br />To automate processes for greater efficiency<br />To manage web content as a proper digital asset and your website as a proper channel<br />5<br />
    6. 6. 6<br />A thought experiment<br />
    7. 7. 7<br />The Problem<br />Two different departments have critical events happening at the same time and both want to be on the homepage. There’s not enough room. <br />Who decides what goes on the homepage?<br />
    8. 8. 8<br />The Problem<br />You are considering changing the way you label navigation on your website. <br />Who is responsible for looking at search analytics to determine the vocabulary your visitors actually use?<br />
    9. 9. 9<br />The Problem<br />There is a clear business case for a new faceted search engine. <br />It will benefit almost every group that produces content in the organization. <br />What budget does it come from? Who authorizes the purchase?<br />
    10. 10. 10<br />The Problem<br />The number of online registrations has dropped by 25%. (Increasing registrations is a key objective of the website)<br />Who reacts? <br />
    11. 11. 11<br />The Problem<br />A series of untrue, near-slanderous blog posts are made about your organization and retweeted. <br />Who is responsible for knowing this is happening? <br />Who decides how to respond?<br />
    12. 12. What can we do?<br />12<br />Today, I hope to …<br />Draw a bigger circle around WCM governance that goes beyond workflows and permissions<br />Provide you some helpful examples for aligning the right people in the right place(s)<br />Offer some suggestions for the tough questions<br />
    13. 13. What happens if you don’t put “good” governance in place?<br />Messy, uncontrolled growth of content<br />Organizational conflict <br />Poor adoption and resistance to change<br />Operational inefficiency<br />Loss of credibility<br />Risk of litigation<br />13<br />
    14. 14. Typical governance FAIL<br />No senior champion<br />Project is an IT-driven initiative<br />Web team has limited budget and power<br />No consideration for change management<br />No plan or vision<br />Assuming the technology will handle everything<br />Greatest barrier to success = politics<br />Greatest key to success = senior champion<br />14<br />
    15. 15. What types of governance models exist?<br />Decentralized (common in larger orgs)<br />No single owner<br />Driven by policies and guidelines<br />Organic growth, sometimes leading to site sprawl<br />Centralized (common in smaller orgs)<br />Single owner/department<br />Bureaucratic<br />Highly controlled<br />15<br />
    16. 16. What types of governance models exist?<br />Collaborative<br />Executive champion<br />Steering committee / council<br />Decentralized content ownership<br />Centralized platform<br />16<br />
    17. 17. 17<br />Executive sponsor<br />Web steering team<br />Web team<br />Content authors<br />A collaborative WCM governance model for a large, distributed organization<br />
    18. 18. The executive team/sponsor<br />Roles and responsibilities<br />Defining the overall strategy and priorities for the website. <br />Allocation of funds<br />Ensuring that the right people are in the right positions for online success<br />Reviewing and approving brand guidelines<br />Sets high-level policies<br />Acting as a the final authority for resolving conflicts<br />18<br />
    19. 19. A committed sponsor<br />Doesn’t just sign the cheque<br />Takes responsibility for the project<br />Wants to see the project succeed<br />Is fully informed and educated on the project<br />19<br />
    20. 20. Some tips<br />The business case should sell itself<br />Education is key<br />Provide the sponsor with ongoing status and goal updates<br />Do not hide shortcomings<br />Consider quick wins to show immediate value and maintain support<br />20<br />
    21. 21. The web steering team<br />Advice:the Internet Strategy Forum (2009)<br />The role of internal online strategist has shifted: more than 60% of such positions are within two levels of the CEO<br />The importance of the internet is growing in many organizations – the introduction of senior executive roles responsible for online execution<br />Recommendation: Create a separate Internet strategic management function (do not force into IT or marketing as they exist)<br />21<br />
    22. 22. The web steering team<br />Roles and responsibilities<br />Resolve questions of conflicting priorities based on objectives set by ES<br />Brand enforcement - has power to deny proposals<br />Define internal and external content; create policies on content lifecycle<br />Coordinate activities, reducing duplication <br />Decide how best to address new regulatory or legislative requirements <br />Review metrics and using these to drive decisions <br />22<br />
    23. 23. The web steering team<br />Committees and membership<br />Break down role into multiple committees reporting to the WST<br />Members may be VP-level or middle management – ensure a decisions are made in an effective and timely manner<br />Members should represent a healthy cross-section of departments with an interest in the website<br />23<br />
    24. 24. The web team<br />Roles and responsibilities <br />Undertake ongoing analysis of user behaviour and report on this behaviour to ES and WST <br />Content approval, workflow and permissions decisions<br />Provide training and support to content creators<br />Monitor and tune the site search engine<br />Implement search engine optimization tactics<br />Staying on the “cutting edge” as appropriate<br />24<br />
    25. 25. Knowledge half-life<br />The half life of knowledge in a given field is how long it takes for half of industry current expertise to become irrelevant or incorrect<br />25<br />
    26. 26. Content contributors<br />Roles and responsibilities <br />Creation and editing of content<br />Entry of content into WCM<br />26<br />
    27. 27. 27<br />Executive sponsor<br />Web steering team<br />Web team<br />Content authors<br />A collaborative WCM governance model for a large, distributed organization<br />
    28. 28. Competencies for online success<br />28<br />
    29. 29. Map competency tasks to teams<br />29<br />
    30. 30. Put that all in place.<br />When you develop your workflows and permission granularity, you will benefit from clarity and effective conflict resolution. <br />30<br />
    31. 31. 31<br />What about Sharepoint?<br />
    32. 32. Sharepoint…talk about polarizing<br />Context: An internal collaboration tool<br />A massive cultural change<br />In 2010, a status quo persists: shared drives, email and Excel<br />Behaviours are not easy to change<br />The big idea: no development required<br />32<br />
    33. 33. Why do so many Sharepoint implementations fail?<br />Lack of Sharepoint technology understanding<br />Lack of executive sponsorship<br />Lack of proper planning<br />Lack of user engagement<br />Deployed as a custom web application<br />Lack of roadmap definition<br />33<br />
    34. 34. Sharepoint dream team<br />The executive sponsor remains crucial<br />The steering team takes on some different responsibilities<br />Selling Sharepoint to the organization and finding evangelists<br />Approving how Sharepoint is implemented<br />Final approval or rejection for all aspects of Sharepoint<br />34<br />
    35. 35. The Sharepoint steering team<br />35<br />Helpful tips<br />Representation from different departments; consider enthusiasts and volunteers<br />Reconstructed on a quarterly basis (fresh people)<br />Permanent members have more control and should represent different functions as well as departments<br />IT members should be business-savvy, and business members should be IT-savvy; all should know OOTB<br />Chairman should be executive level<br />
    36. 36. The balancing act<br />People like to know what to do – guide them<br />Too much governance – lack of adoption<br />Too little governance - chaos<br />36<br />
    37. 37. Other suggestions<br />Create a Sharepoint pilot first<br />Create a positive buzz about the user experience<br />Run the pilot for an influential business group<br />Identify and reward individual evangelists<br />Be careful of permissions<br />With Sharepoint, your architecture must be carefully planned<br />Permissions propagate/inherit in a specific way<br />Again, the underlying system always has an impact<br />37<br />
    38. 38. Advice from the trenches<br />
    39. 39. Advice from the trenches<br />Align your people BEFORE your implementation starts!<br />Before technical planning<br />Before information architecture<br />Maybe even before web strategy <br />If you’ve already got a mess on your hands…<br />All the more reason. Decision-making structure should be crystal clear when wading through a mess.<br />39<br />
    40. 40. Advice from the trenches<br />Prepare people for governance sessions<br />Use your information architecture<br />When in doubt, keep it simple. <br />Educate people on CMS concepts: workflow, permissions, publication and other content-related processes. <br />40<br />
    41. 41. The Colouring Exercise<br />41<br />
    42. 42. More advice from the trenches<br />The web is a distinct and unique medium – provide content authors adequate training and consider adding a content strategist to your team<br />What is a content strategist? <br />Rachel Lovinger: A content strategist is a [role] with specialized focus on using words and data to create unambiguous content that supports meaningful, interactive experiences.<br />42<br />
    43. 43. How to encourage adoption<br />Engage evangelists and spread the word<br />Training – people fear the unknown<br />Support structure<br />Involve users as early as possible<br />People will change if the change is worthwhile<br />Restrict as much as possible, within reason<br />43<br />
    44. 44. Act it out<br />44<br />Workshop – 20 minutes duration<br />Select some small object to represent a piece of content<br />Choose individuals or teams to represent ownership within the website<br />Act out a process from start to end, including all approval steps and exchanges of information<br />Repeat until your point is made<br />
    45. 45. Sketch it out<br />Visual is powerful<br />Creating simple pictures is an incredibly powerful way to discover ideas and solve problems<br />Get everyone up to the whiteboard! <br />Very effective in sessions where team members sketched out their ideal homepage<br />45<br />Credit: Dan Roam<br />
    46. 46. Use some persuasion<br />46<br />Human Behaviour 101<br />One of the best ways to get people to do something? Turn it into a game and add some competition. We just can’t resist.<br />50 insights into human behaviour that can be applied not only to web design, but also to business processes.<br />Getmentalnotes.com (Stephen Anderson)<br />
    47. 47. The $100 Game<br />47<br />Activity: Around 20 minutes<br />You are provided with a list of priorities and $100 to ‘spend’. <br />Distribute the money across the priorities according to how important those features.<br />Explain and defend why you have divided your money in this way. <br />
    48. 48. 48<br />The Problem<br />You are considering changing the way you label navigation on your website. <br />Who is responsible for looking at search analytics to determine the vocabulary your visitors actually use?<br />
    49. 49. A good answer<br />The web team is responsible for monitoring analytics and reporting findings to the web steering team.<br />49<br />
    50. 50. 50<br />The Problem<br />Two different departments have critical events happening at the same time and both want to be on the homepage. There’s not enough room. <br />Who makes this decision?<br />
    51. 51. A good answer<br />The web steering team makes the call.<br />Does not need to be escalated to the executive team unless absolutely necessary<br />51<br />
    52. 52. 52<br />The Problem<br />There is a clear business case for a new faceted search engine. <br />It will benefit almost every group that produces content in the organization. <br />What budget does it come from? Who authorizes the purchase?<br />
    53. 53. A good answer<br />The executive team makes the funding decision and allocates budget as required.<br />53<br />
    54. 54. 54<br />The Problem<br />The number of online registrations has dropped by 25%. (Increasing registrations is a key objective of the website)<br />Who reacts? <br />
    55. 55. A good answer<br />The executive team pays attention to this and imposes an appropriate strategy and reaction chain through the steering and web teams<br />55<br />
    56. 56. 56<br />The Problem<br />A series of untrue, near-slanderous blog posts are made about your organization and retweeted. <br />Who is responsible for knowing this is happening? <br />Who decides how to respond?<br />
    57. 57. A good answer<br />Marketing and/or communications might take responsibility for this<br />Social media monitoring<br />57<br />
    58. 58. Social Media Response Matrix<br />Created by non~linear creations, December 2009<br />Monitoring<br />Upon discovering a comment <br />about the initiative, first <br />determine the channel:<br />Active Channels<br /><ul><li>Twitter
    59. 59. YouTube
    60. 60. Flickr</li></ul>Neutral Channels<br /><ul><li> Blogs
    61. 61. Open Forums</li></ul>Closed Channels<br /><ul><li>Facebook
    62. 62. MySpace
    63. 63. Closed Forums</li></ul>Evaluation<br />Network Pipeline<br />Actions<br />Monitor<br />(See Notes)<br />Is comment positive / neutral?<br />Is this person in your network?<br />(Twitter follower, YouTube subscriber, Flickr contact)<br />Y<br />Y<br />Is it something you can respond to?<br />Y<br />Let Stand<br />(See Notes)<br />N<br />N<br /> Is the comment off-topic for them or clearly just meant to antagonize?<br />Y<br />N<br />Concur, Add or Thank<br />(See Notes)<br />N<br />Is it a rage piece? Are they venting or ranting without a cohesive argument?<br />Y<br />Check their stream. Do they post a lot about related topics?<br />N<br />N<br />Fix<br />(See Notes)<br />Is there a factual error? Is the comment misguided but rational? <br />Y<br />N<br />Y<br />Does the commenter have a specific concern or issue that can be addressed?<br />Y<br />Reach Out<br />(See Notes)<br />Invite them to connect<br />N<br />Is it something you can otherwise respond to?<br />Y<br />N<br />
    64. 64. Takeaways<br />Invest in people alignment<br />It’s worth the time, effort and expense<br />There are good and effective ways to structure everyone and everything for online success<br />Form teams spanning traditional silos<br />IT should not drive CMS initiatives<br />Treat Sharepoint as unique<br />Governance with some special tweaks<br />59<br />
    65. 65. Thank you!<br />Amanda Shiga<br />CMS consultant <br />Web strategy and business analysis<br />@amandashiga<br />http://www.nonlinear.ca/blog<br />non~linear creations<br />60<br />
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