Joel Warwick CV Package


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Joel Warwick CV Package

  1. 1. JOEL WARWICK | draws from 20 years of experience with digital media, publishing and marketing technologies. Over the last 10 years his consulting practice has guided firms’ digital media strategies, businessprocess design and implementation of digital media management and publishing systems – with an emphasis on rich-media and digital asset management (DAM).POSITION SUMMARY CAPABILITIES & SKILLS MAJOR PROJECTS & PROGRAMS2002-Present | President • Well versed in marketing, publishing and digital media creation, 2009-2010 Integrated Communications Project, AARPJAW Consulting, San Rafael, CA production and distribution operations, including online, broadcast Designed and led DAM implementation and business process video, social media, marketing analytics, content monetization design project achieving cost and cycle time reductions through2007-2008 | Co-founder and the tremendous challenges organizations face as sourcing and enhanced content sharing and messaging alignment across threePlaydate Cafe, San Anselmo, CA distribution channels fragment and proliferate. business units: print magazines, online publications and member • Expertise across multiple disciplines: strategic and financial analy- sites, and broadcast TV programs.2000-2002 | Director of Product ManagementE-Color Inc., San Francisco, CA sis, project, workflow and organizational design, and enterprise 2006-2011 Instructor, DAM Tutorials system implementations - on-premise, SaaS and ‘cloud’ systems. Instructor for over 20 half-day tutorials in the US and Europe1999-2000 | Digital Technology Manager • Superb customer engagement, earning trust, assuring satisfaction advising dozens of firms with how-to sessions and workbooks onPantone Inc., Carlstadt, NJ / San Rafael, CA DAM fundamentals, digital media and innovation services group and converting clients, customers and partners into advocates.1998-1999 | Engineering Manager design and candid content systems vendor assessments. • Maintains in-depth knowledge of enterprise content systems (DAM/Radius Inc. / Miro Displays, Mountain View, CA MAM, ECM, WCM, DRM, ESS/EC, MRM/MOM, BPM) and in- 2005-2006 Enterprise Media Services, CanWest & Infosys1995-1998 | Senior Product Manager dustry-specific practices in media, entertainment, publishing, brand Strategic analyst and lead consultant for a large-scale project for marketing, content aggregation, licensing & merchandising. Canada’s leading media firm (14 TV stations, 5 daily metro news-X-Rite Inc. / LightSource, San Rafael, CA papers, national news and websites). Instrumental in • Effective communicator, skilled presenter and accomplished writerCLIENTS delivering an enterprise-wide, visionary content services platform of both published work and compelling communications, experienced forming a set of core services and processes driving all editorial,End Use Firms engaging audiences across all organizational levels. Vendors & Services Firms creation, production and distribution.AARP Adobe • Draws from a significant pool of IP such as project plans, strategic roadmaps, analysis tools, organizational and financial models, 2003-2005 Global Marketing Systems, Alticor / AmwayAlticor / Amway EMC / Documentum and relationships with industry thought leaders and subject matter Lead consultant for a multi-year content strategy, publishingCanWest (Shaw/Postmedia) IBM Global Services process re-design, and content management initiative. Developed experts (taxonomy, IA, UI, workflow, BPM, analytics, BI, migration).Capps Digital (Publicis) IGATE-Patni a complete content architecture (enterprise taxonomy, metadata • Leader in promoting operational design – the workflows, policies, model, structured content design, portfolio alignment) and publishingE & J Gallo Infosys standards and accountabilities essential to produce genuine eco- workflow re-design (roles, workflows, standards, business rules,General Motors OpenText / Artesia nomic gains from system deployments. Projects stall and fail ex- best practices) for marketing organizations in the US, Japan, Korea,Ingram Books Getty Images pectations when process control and coordination is insufficiently Germany and the UK.Nokia (EU) NorthPlains Systems addressed. Proven operational design methods and tools accelerate sales and implementation cycles, driving projects to completion with 2002-2011 GISTICS Partnership, Multiple ClientsPolo Ralph Lauren KIT Digital / ClearStory fully-achieved success criteria. Long term partnership with the DAM industry’s leading researchTeliaSonera (EU) SAVVIS / WAM!NET firm. Developed numerous executive white papers, businessSanoma (EU) • Firmly held belief that honesty and integrity are fundamental to OnStream Media cases and ROI benchmarks, market strategies, execution road- producing tangible and lasting business results. maps, and analysis of the media management marketspace.PUBLICATIONS & PRESENTATIONS“Why Good DAMs Go Bad - Building an Operational Capability” Journal of Digital Asset Management, July 2010 | Podcast interview on “Another DAM Podcast” November 2011“Content Services: A comprehensive approach to realizing the vision of DAM” Journal of Digital Asset Management, Sept. 2006“Common mistakes, pitfalls and misconceptions to avoid and overcome when launching your DAM initiative” Presentation at Henry Stewart DAM Conferences, NY & Chicago 2010“Spotlight on Organizational Alignment” Presentation at Henry Stewart DAM Conferences NY & LA 2011“Building the Business Case for DAM” Presentation at Early & Associates Webinar Feb 2009 & Henry Stewart DAM Conferences, NY & Chicago 2009, London 2005 & 2006“Fundamentals of DAM, Buying & Deploying DAM and Enterprise DAM Operations” 4-hour tutorial sessions and 100 page workbook, Henry Stewart DAM Conferences, NY, LA, Chicago & London 2006-2010
  2. 2. Sample Model: Digital Media Services – operational functions User Steering Committee Digital Media Services Director Executive Steering Committee Library Management & Services Taxonomy & Metadata Content Promotion Ingest, Tagging & Error Library & Collections Management & Collaboration Correction Management Ad-hoc & Archiving & ExpertMetadata model Taxonomy Content Collaboration Content ingest Third-party Permanent short-term legacy contentdevelopment & development& research & & promotion & tagging content ingest collections collections metadata librarian management management analysis programs support & rights tagging management design analysis services © 2010 Joel Warwick. All rights reserved Content Strategy, Analysis & Governance Licensing & Rights Digital Media Strategy Governance Business Modeling & Rules Design Management New Content Messaging & Quality & Roles & Digital media Digital Contracts & Sales & Content Interaction Performanc Business business portfolio communications effectiveness accountabi services rights negotiation licensing requirements analysis & e metrics & rules design modelmanagement alignment management lities management strategy support support evaluation design reporting support © 2010 Joel Warwick. All rights reserved Standards, Practices & Workflow Production Tool Content Standards Policies, Guidelines & Training Standards Integration, Lifecycle Review & Asset creation & Sourcing & Publishing & Desktop tool Reuse Construction training & control approval production reuse broadcasting analysis and practices & & assembly change practices & protocol & standards standards standards stragegy policies practices support guidelines policies © 2010 Joel Warwick. All rights reserved DAM Systems Management & Support DAM Software Platform UI, Portals & External Enterprise Integrations Infrastructure Management Integrations 3rd party Vendor- Core DAM Application Auxiliary DAM system Enterprise External integration Admin UI & specific Network Hardware Storage services layer services services interfaces & systems & repository services & tools production operations operations operationsmanagement management & tools portals platforms federation APIs environments © 2010 Joel Warwick. All rights reserved
  3. 3. Original Article Why good DAMs go bad: Building an operational capability Joel Warwick draws from 20 years of experience with media and publishing technology in his consulting practice. He has been leading project teams for the last 10 years developing content strategies, business cases, and in the design and implementation of DAM systems and related business processes. Joel brings deep expertise and hands-on knowledge to a broad range of work such as strategic alignment, operational design, ROI benchmarking, systems implementation and building DAM services teams. His clients include, AARP, Adobe, Amway, CanWest, Capps Digital, ClearStory, E&J Gallo, EMC, GM, Getty Images, Gistics, IBM, Infosys, Nokia, NorthPlains, TeliaSonera and Savvis. He earned a BS in Electronic Publishing and Imaging from Cal Poly, SLO, California, while also working as a pressman, retoucher ,cameraman and page assembler. He is a color management expert and managed product development for Pantone, Radius, X-Rite and LightSource. More at: ABSTRACT Post-mortem analysis of under-performing DAM efforts reveal nearly uni- PY versal points of failure and disconnects among user populations and support functions. Targeted toward DAM program leaders and executives, this article surfaces the missing elements, typical challenges and how to identify and fulfill these requirements, gleaned from experience leading many DAM projects. Methodologies for properly structuring O DAM projects are introduced along with candid examples of do’s and don’ts. DAM projects often flounder because of the misconception that the firm will realize strategic C and process efficiency gains simply by rolling out a DAM system and training users on its functionality, only to discover teams don’t understand how they should use it in their normal operations. DAM operations that produce real gains, whether realized straight R away or in fits and starts, are distinguished by prime focus on operational design. Suc- cessful DAM projects are approached as fundamentally operational design efforts with O DAM system implementation a crucial but separately scoped and staffed component of the project. TH • Learn what stalls DAM projects, why and how to ensure you will avoid these threats • Focus on business process design – approaching DAM as an operational capability U versus functionality of DAM software. • Establish permanent DAM services to manage and grow DAM operations to A achieve the long-term gains promised in the business case that demands governance, standardization and structure in a complex network of user teams among a content development ecosystem. • Gain confidence you have scoped and set up your DAM project properly, backed by a sound business case with the organizational support and accountabilities essential to DAM-enable complete business processes and ensure the deployment is well received and adopted. • Collect the ammunition needed to build unassailable arguments to support and fund on operational design project that reaches above and beyond typical ITCorrespondence: system implementation activities, resources and schedules.Joel WarwickJWA Consulting, 7Kinross Dr, San Rafael, Journal of Digital Asset Management (2010) 6, 216–224. doi:10.1057/dam.2010.24California 94901, USAE-mail:; Keywords: organizational alignment; DAM; business case; operational design; businessWebsite: rules; metadata; life cyclejoelwarwick © 2010 Macmillan Publishers Ltd. 1743–6540 Journal of Digital Asset Management Vol. 6, 4, 216–224
  4. 4. Why good DAMs go bad?INTRODUCTION decreased cycle time or reducing redundantThis article strives to expose the requirement content licensing, are not produced by DAMfor crucial components of DAM projects system functionality. The gains are achieved bythat are often neglected or avoided. These improving business processes, usually includingfindings and an approach to fulfilling these greater integration and collaboration betweenrequirements have derived from hands-on multiple content-producing groups.experience leading numerous DAM projects and Figure 1 highlights what happens whencorroborated by further anecdotal evidence from operational design is insufficient. In the end,consultants, vendors and end-use firms in poor adoption is responsible for prohibitingmarketing, broadcast, media and publishing. The business process changes that drive the gainsgoals of this article are to: firms seek from DAM. The result of rolling out to users for which• Convince readers that firms must approach there has been insufficient operational design is DAM as an operational capability – poor adoption. A common outcome firms identifying the scope of issues that fall report is that the teams that chose to adopt the on program leaders and the impact of system at all end up using it as their own failing to recognize and address these independent DAM system. In the absence of requirements. coordination or standardization across teams, PY• Demonstrate that building an operational one team may use it as a finished work library capability is a complete solution compared containing only final form PDFs while another to just implementing software – define uses it as the photo archive containing only the O operational design, the work it entails raw source images from photo shoots. They tag and highlight the ramifications if this work is C and organize assets differently, likely modeling it not sufficiently addressed. after their existing operations and of course put• Outline the DAM services model for no thought into what content would be useful establishing the right resources to execute and relevant to other teams. R operational design during system When poor or inappropriate adoption occurs, implementation projects and post-deployment garnering support for follow-on or next-phase O structuring and planning these projects and projects is often very difficult. Gaining support how a DAM services approach can grow for improvements to a system that is widely TH DAM more quickly and at less expense than a perceived to not work, while asking teams using series of phased IT projects. the system incorrectly to abandon their methods• Convey the imperative to garner support for and reform their practices present more operational design, including how to justify difficulty than implementing a DAM project U the perceived cost increase and schedule from scratch. Communicating these risks to extensions compared to just implementing a executive stakeholders is crucial to securing A system and more importantly securing support for operational design from the start and organizational support essential to promote to justify deployment to a narrower scope of and coordinate fundamental changes in how users than the whole user population. teams execute their work. DAM offers a range of potential gains, most commonly increased production efficiency and reduced operating costs, faster time to marketWHAT CHARACTERISTICS and message synchronization, or to drive newDO UNSUCCESSFUL DAM media channels generating new revenue or toPROJECTS SHARE? expand offerings. Although these are distinctlyDAM projects that fall short of objectives are different benefits all are realized by changes toalmost universally characterized by insufficient business process fundamental to how content-or entirely absent operational design efforts. The producing groups conduct their operations.root of the issue is the crucial distinction How does DAM functionality lead towardbetween implementing a DAM system and achieving these gains then?changing how teams accomplish their work. DAM facilitates new, improved businessThe gains firms seek from DAM, such as processes. In many cases the new process is © 2010 Macmillan Publishers Ltd. 1743–6540 Journal of Digital Asset Management Vol. 6, 4, 216–224 217
  5. 5. Warwick Fragmented strategy - Misaligned objectives - Insufficient controls Difficult to find assets from... Difficult to use assets from... Inconsistent, incomplete, inaccurate Conflicting asset and tool specs metadata Inappropriate, irrelevant content Absence of logical relationships Improper asset construction and assembly Inconsistent versioning, bundling Wrong workflow stage, version, rendition Overwhelming search results No rights to use or unintended infringement Poor or inappropriate adoption results in... Reversion to ad-hoc workflows, abandoning DAM Maintain insular, informal local-team workflows within DAM Reluctance to catalog, submit, ingest - lack of confidence, perception of unfair burdens Limited cross-operational utility Unreliable visibility and reporting PY Poor ROI - Unintended evolution - Stalled initiatives Figure 1: Insufficient operational design. O C simply not possible without DAM capabilities, figure out these concerns and make it all work while in other situations DAM offers faster, less effectively. R error-prone methods than existing processes. A Most project leaders and executives recognize business process is the entire chain of activities that technology by itself does not create a O that must be executed to produce content solution, rather it is about how the systems are outputs. For a publisher it might be creating an implemented and used in practice. Despite TH issue of a magazine or updating a section of a understanding this principle when we look at website. For marketers it could be producing how firms actually approach DAM the projects and distributing materials for a campaign or that result are almost exclusively focused on product launch. A business process is much system implementation. The DAM project is the U more than just a workflow – it is everything DAM system implementation project. This that needs to happen, including all the inputs, article argues that DAM leaders must structure A activity and outputs needed to fulfill the purpose DAM projects to focus on designing how teams and function of the operation. In order to should execute their work by leveraging the realize benefits, such as reduced cycle time or capabilities of DAM with success measured by decreased production costs, the entire business improvements in business processes. process must ‘perform better’. Some of the issues are exposed as DAM Operational design includes all the elements project teams seek requirements that directly required to transition to new business processes. inform design of the system, such as the This includes implementing a DAM system but metadata model or inputs to trigger automation also the standards, policies, structured workflows through business rules. These aspects of and all the other aspects that affect content operational design will be exposed and satisfied; operations and the business processes employed. however, there are many other components of Unsuccessful projects do not sufficiently address operations that, when not considered in the many of these issues often because those driving design of the system and processes for using it, the project, executive sponsors, IT personnel create barriers to sound use and adoption. A the DAM project team are not aware of the simple example is supporting increased sharing issues and assume some other group will and collaboration between teams, such as print218 © 2010 Macmillan Publishers Ltd. 1743–6540 Journal of Digital Asset Management Vol. 6, 4, 216–224
  6. 6. Why good DAMs go bad?and online. Despite the fact that DAM system This perspective into operations is typically notoffers robust sharing capabilities, such as offered by any existing role - and why a rolenotifications and routings, review and approval with this accountability must be explicitlyenvironments and soft proofing, these teams assigned and fulfilled.have not coordinated their sourcing practices Some of the operational design challengesand no cross-channel rights are secured so that that arise directly affect the apparentthey cannot share the content. This one issue performance of the DAM system, whereasnegates the benefits of all the other elements others do not affect the system directly butthat support sharing and prohibits application of impact the ability to implement the businessnew business processes, and in practice presents process. When operational design is neglected,a frustrating experience that inhibits adoption. some of the issues will be exposed by the DAMMany aspects of operational design do not project team, however others may not berequire complex solutions nor even difficult revealed until users try to adopt DAM-enabledtrade-offs for content teams but just need to be operations. When teams belatedly recognize theproperly understood, and agreement reached on need for operational design work that they doa coordinated way to work together. not have the time or resources to execute, they Projects that have not been structured to have a couple of choices, both of which involveinclude operational design work run into sacrifices and will fail to meet all prior PYtrouble primarily because they simply do not expectations. How teams choose to respond hashave the time and resources to investigate and a major impact on the future of the DAMdetermine appropriate solutions for the many initiative, and exemplifies the concept that if a Oelements of a business process. Experience team skirts the issue now, then they will pay forleading numerous DAM projects, in addition to C it later.anecdotal information about other project The ideal solution is to secure additionaloutcomes, indicates that operational design work resources, expand the schedule and perform theoften demands as much resource commitment as operational design work. As one might guess, Rsystem implementation work. It is simply this this is rarely how firms respond as acquiringlack of planning and expectation setting that additional funds for a project is difficult and Oforces DAM project teams to work around all DAM leaders are loathe to disappointthe issues they do not have resource to address. stakeholders they have just convinced to fund THOne should not put all the blame on the DAM and support the project. The scale of theproject team however. In most cases it is the problem often is not clear either, with teamsconfluence of a number of factors, one of which thinking they only have a few aberrant, one-offis a lack of clarity about who is responsible for issues like a rights or workflow snag, and thus Uoperational design. It is attractive, especially for restructuring the project may seem excessive.IT teams, to seek to separate software Another response is to scale back the Aimplementation work from non-technical or deployment scope, such as less content, fewerbusiness-side work. This distinction is valid, users and workflows to match the level ofespecially considering the different skill sets operational design work the team canneeded to perform each, however the sufficiently complete. This involves less risk butrelationships between technical functionality and requires greater upfront sacrifice. The principlehow it’s integrated with processes is extremely here is that a firm should not deploy tointertwined and laden with dependencies. This operations that have not been properly studiedmeans that the operational design work needs to and redesigned for DAM, meaning thoroughlybe executed along with the system understanding teams’ content, users andimplementation work – to the degree that it is workflows then coordinating them acrossessentially the same project. The root cause of multiple teams through policies, standards,insufficient operational design is the lack of structured workflows and so on. DAM teamsaccountability to ensure business processes are scale back the scope to the limits of what hasachieved and that the gains sought are actually been properly evaluated and the level of agreedachieved. No one is responsible for making sure upon coordination between teams. Thethe project results in change that render value. drawback is simply that many of the expected © 2010 Macmillan Publishers Ltd. 1743–6540 Journal of Digital Asset Management Vol. 6, 4, 216–224 219
  7. 7. Warwick benefits would not be realized or will be WHAT IS OPERATIONAL DESIGN? insignificant because of the narrow volume of Figure 2 illustrates the major components of work being supported by DAM. Experience operational design. Some outcomes of this work developing DAM projects indicates that directly inform system design, such as the choosing a narrower deployment scope then metadata model. Other aspects of this work thoroughly evaluating and designing operations defines how users will properly use the system within that scope ensures that the system will as part of new business processes. While some perform well and carries the least risk of operational design work has no relation to the adoption failures. The challenge is convincing system it defines other aspects of operations that stakeholders to accept a narrower scope than if not evaluated and could bring the intended the previous expectations. In fact, sound business processes to a halt. The level of effort DAM project design reflects the notion that and timing of when to perform each activity scope of the deployment will be defined varies depending on the goals for DAM and but the scope of operational design regardless nature of the firms operations, such as DAM for of what scope the software implementation can marketing versus DAM for magazine publishing. support. All these activities and designs are highly The most common response, unfortunately, is interdependent and the sequencing of when to simply ignore the missing operational design teams tackle each is important to minimize PY work. This typically results from focusing only design reworks. Likewise, some issues, especially on the system implementation and escaping in the area of organizational alignment, require responsibility for business process changes and a significant amount of time to engage senior O whether overall gains will be realized. System- leaders and conduct cross-team negotiations and focused IT deployment teams often exhibit this C agreements. approach without realizing the extent of the A good deal of operational design work problem and ramifications. These IT teams comes down to achieving alignment and deploy to the target user base regardless of coordination between distinct content R whether their operations will actually be operations. Most DAM initiatives focus to improved by using the system and whether they increase access and collaboration across O are capable of transitioning to DAM-based operations as a primary goal and source of operations. The focus is on providing the new expected gains. Here many firms fall into a TH tool rather than on determining exactly how common misconception that DAM will be the to use the tool to execute the work. IT driving force behind creating these new teams often do not realize that users will interactions. In truth DAM systems simply experience some of the problems when actually support these exchanges, in which most U using the DAM system and which they perceive activities along the process chain occur outside as poor system performance. So, even if the DAM. Firms often carry an enormous A IT teams claim no responsibility for overall assumption that by designing the new creative business process improvement, there is still a and production workflows based on DAM all good deal of operational design required to the other issues of how organizations work ensure that the system is well received and together will naturally be resolved in that adopted. When users cannot find or cannot use process. The fact is that explicit study, the content they seek, they see it as a problem agreement and definition of the new business with the system because it is not giving them processes is the required approach and in the what they need. Ironically, end users, such as end saves a tremendous amount of cost and executives, IT and DAM teams, often get time. caught up in the misconception that DAM One important area of operational design software provides the solution. This perspective work is content analysis, described here in is both one of the reasons why operational greater detail as an example of the type of work design is overlooked in the first place and involved in operational design and the skills reinforces why users feel the system faulty when required. DAM teams must understand all in fact the implementation is sound and aspects of the content used and produced by the functioning perfectly. target user teams. Some info is required for220 © 2010 Macmillan Publishers Ltd. 1743–6540 Journal of Digital Asset Management Vol. 6, 4, 216–224
  8. 8. Why good DAMs go bad? STANDARDS WORKFLOW RIGHTS • Asset specs & formats • Process integration & • Sourcing practices & controls • Desktop tool alignment organizational interactions • Cross-operational agreements • Asset construction & assembly • Peripheral process redesign • Clearance processes practices • Accelerate existing workflows, • Reuse planning & validation • Metadata: taxonomies, foster new exchanges vocabularies, UI pick lists • Process controls & safeguards • Vendor sourcing standards USER / ASSET SCOPE ORGANIZATIONAL ALIGNMENT CAPTURE & MIGRATION • Content discovery & analysis • Budget alignment, subsidies, • Legacy systems & file stores • Content ops relationship metrics, management insight • Variability Assessment & mapping & scoping • Multi-project management & normalization processes • Asset mix – volume, relevance, coordination • Migration & cataloging legacy vs. new • Cross-operational negotiations & processes & support • Visibility & access control accountabilities • Metadata accuracy, • Portfolio alignment • Strategic alignment & completeness & consistency commitments to organizational changeFigure 2: Major components of operational design. PYsoftware implementation such as sources of into the work of operational design hopefully Ometadata, file specs and existing organizational highlights that it is a lot of work and results in aheirarchy. Then there are aspects of how users C significant amount of documentation – workflowcategorize content and the relationships between diagrams, content analysis spreadsheets, sharingit and the different versions, renditions, strategy maps and a number of other materialsderivatives and work products generated at each needed to communicate and track the findings Rworkflow stage. Capturing the relationships and solutions designed.between content is crucial and quite powerful if Oit can be reflected in the system. For example, a WHY IS OPERATIONAL DESIGNmagazine publisher will want all the assets NEGLECTED? THassociated to the story they were developed for. This work is often neglected due to a numberUsers can then search for stories and be of conspiring problems with the projectpresented with a collection of assets, perhaps structure and accountabilities, the resourcesorganized by different stages of development conducting the work and the level of Usuch as, for images, raw source candidates, final organizational support for DAM.edited and press-ready. Understanding these Successful initiatives require clarity on what Arelationships also provides inputs to support team is responsible for working out all the non-batch tagging processes and for developing the technical, business-oriented considerations.asset migration process. System implementation teams (often IT) assume In practice DAM staff must actually look at that the end-user teams remain responsible forthe content in each location, categorize it, define changing their processes to leverage the DAMeach category’s attributes, map each group to the system, while in many cases no one ispoints in the workflows where it is created and responsible to ensure that different end-userused, and map each category in terms of teams can share assets and collaborate amongusefulness for other teams as part of the asset themselves effectively. Technical and IT peoplesharing and distribution strategy. The skills and are often resistant to what they may perceive asexperience required is less about enterprise system mixing up implementation work with businessimplementation and more reliant on a sufficient issues specifically how end-user teams choose tounderstanding of magazine editorial and structure their operations.production practices along with the ability to Figure 3 depicts a common scenario whereconduct detailed analysis along the lines of a project teams are decommissioned after thebusiness analyst at a consulting firm. This glimpse system is deployed. This leaves no one focused © 2010 Macmillan Publishers Ltd. 1743–6540 Journal of Digital Asset Management Vol. 6, 4, 216–224 221
  9. 9. Warwick on DAM operations, especially coordination Project Ongoing between teams. Typically each user team Projected manages their own adoption and operational gains design, to varying degrees of success given that Staffed Gains DAM maintained these teams rarely have resources available not project or decline to mention the right skill set. However, the Project larger problem is that no personnel are team Isolated, fragmented positioned to develop solutions across multiple disbanded management teams, with accountability for ensuring cross- 6 mos. Year 1 Year 2 Year 3 $ team benefits and that they consistently adopt the new business processes defined. The graphic Figure 3: Scenario where project teams are shows that a certain level of gains are achieved decommissioned after the system is deployed. based on the scope of operations supported in the initial deployment. This assumes that operational design was sufficiently addressed, but is based on massive assumption that the content- only for those operations in the initial rollout producing teams will properly manage and scope. Nearly all ROI models and business cases expand their use of DAM. Feedback from assume increased benefits over time as the countless DAM initiatives rolled out and PY systems are applied to more aspects of operations managed in this way reports that management and to a greater depth of capability. Expanding of the system becomes fragmented and DAM to support more of the firm’s operations, insufficient. Expanding the scope of DAM O meaning more users, content, workflows, requires additional operational design work. practices and controls, obviously requires C Even just maintaining DAM as organizations additional operational design work and resources and operations naturally change requires available to perform it. In the absence of dedicated resources that hold accountability for personnel at the right organizational and overall results and are positioned in the R political position to oversee multiple teams’ organization to operate independently of any of operations, expansion of DAM does not occur the user teams. The ability to design and change O and therefore the growth of gains projected in processes, often leveraging the functionality of the business plan are never realized. In fact the DAM system, must become an ongoing TH gains achieved during initial roll out often operational capability. become diminished without such ongoing DAM Another factor that leads to project challenges management as a result of changes implemented is insufficient support from the leadership from by teams independently from insular teams being asked to change how they conduct U requirements. This leads to inconsistent metadata their work. Firms often dive into a DAM fouling the database or new practices that conflict project without really understanding, nor A across teams and actually create new barriers both securing agreement on the level of of which can squelch some of the original gains. organizational and operational change required DAM projects, in association to a system to achieve target gains. Demanding significant implementation focus, are often approached as changes to the way groups operate involves efforts that will be executed by a team executive-level decisions, many of which affect temporarily assigned to the project until it is groups’ autonomy and often create new completed. This view aligns with an IT-driven accountabilities and dependencies across approach in which the IT team builds the previously independent teams. Clearly the system on behalf of content-producing teams. benefits of greater coordination and Figure 3 demonstrates the concept that when collaboration across content-producing teams projects are finished and teams decommissioned justify these changes; however, there are indeed the projected increases in benefits cease or limits on how quickly and dramatically teams actually decline. The business case usually relies can change, especially for groups that work in a on a multi-year roadmap based on assumptions deadline-driven environment. When these that the scope of users, content and workflows groups are unprepared for the need to make will continue to increase after deployment. This dramatic operational changes and achieve222 © 2010 Macmillan Publishers Ltd. 1743–6540 Journal of Digital Asset Management Vol. 6, 4, 216–224
  10. 10. Why good DAMs go bad?agreement on the processes, policies, controls, an issue of user error and poor training. Thestandards and rules between teams, DAM teams question is what to train the users to do?run into significant resistance. System Training users on the features and functions ofimplementation teams often argue that user the software does not address the problem.groups should determine how they want to Rather what is required is a clear understandingwork together before DAM is implemented. of how personnel in content operationsThis is rarely the situation and, in the absence accomplish their work in a DAM-enabledof anyone else working on it, the responsibility environment, with much of the work involvedfalls on the DAM project if gains are to be occurring outside the DAM system. Operationalachieved. design defines the what, where and how of new One team uses the system as a library of business processes that forms the basis of whatsource images, such as files from photo shoot, personnel must be trained to do.whereas another team uses the system as ahistorical archive of finished projects, such as WHAT ARE DAM SERVICES?final form PDFs of publications or marketing DAM services represents a model for ongoingpieces. This is an example of unintended DAM management and growth (Figure 4). Theadoption resulting from the absence of cross- director position represents a full-time role,team design, often the result of the DAM while the other activities listed are job functions PYimplementation teams leaving all the operational that may be performed by various resourcesdesign for end-user teams to figure out their scattered among the user teams and from otherown. departments. For example, workflow design O Implementing DAM involves much more requires intimate knowledge of a team’sthan implementing a DAM system. Most C processes and must be performed by staff frommanagers and executives realize that operations those teams, while developing sourcing standardsmust change to realize benefits. However the and policies requires thorough understanding ofprojects are IT teams must be convinced that the licensing contracts and the explicit approval Rneglecting this work will have an effect on the requires work with the legal department.perceived performance of the system. A Many firms, even those with large DAM Ostraightforward way to explain it is to ask how implementations, maintain only one dedicatedthe project team will train the users – will the staff member for DAM (the director position) THtrainers be able to teach users what content to but have achieved the organizational supportpost, how to tag it, how to find it, when to needed to engage and leverage resources fromperform these actions, what policies and other teams. The job functions listed arestandards must be adhered to? The system may oriented toward post-implementation Ufunction beautifully, but if people use it the management however they map fairly well towrong way, it will appear not to function the activities performed in operational design in Aproperly, such as the inability to find useful Figure 2.content, the inability to use what is found and The ideal scenario for building an operationalperceptions of the system requiring more work capability from the start creates a DAM servicesto use rather than saving time. System group, run by a DAM director, with oversightimplementation does indeed comprise a of resources to conduct both operational designsignificant portion of the overall effort for a and system implementation. The initial DAMDAM project that includes a new system; project is executed as a component of buildinghowever, the project must be approached as a out an operational capability delivered throughbusiness process improvement initiative where DAM services. After the system is deployed,system implementation is one of the major many of the system-implementation resourcescomponents. can leave but expansion involves more Issues such as capturing the wrong content, operational design work from DAM services.poor tagging, absent rights, unclear policies, Compare this to a typical phased roadmapmismatched standards and so on are all where each phase is a full IT project, withexperienced as ‘I can’t find it or I can’t use it’. major costs and major hurdles to overcome toTo many implementation-focused personnel it is secure management attention and funding – © 2010 Macmillan Publishers Ltd. 1743–6540 Journal of Digital Asset Management Vol. 6, 4, 216–224 223
  11. 11. Warwick Director, DAM Operations Library Services Strategy & Standards & DAM Systems Management Governance Practices Management Taxonomy & Content operations Asset standards User management & metadata analysis support Desktop apps & Content promotion & Strategy alignment production tools IT Infrastructure portfolio aggregation Licensing, Workflow design & Core systems, DB & Capture, migration & clearance & rights integration web services cataloging support management Construction, Enterprise integration Enterprise libraries Business rules, assembly & management policies & controls bundling Portals, UI & delivery Figure 4: A model for ongoing DAM management and growth. PY often resulting in delays between phases. A services should prove useful tools for DAM DAM services group can grow DAM for a program leaders to secure support for them. fraction of the costs involved in phased, It is never too late to tackle operational design O IT-driven project roadmaps. or start up a DAM services group, and any The arguments in this article for focusing C firm’s DAM efforts will greatly benefit from on operational design and building DAM them. R O TH U A224 © 2010 Macmillan Publishers Ltd. 1743–6540 Journal of Digital Asset Management Vol. 6, 4, 216–224