339 seminar4 kenrawson

239 views
151 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
239
On SlideShare
0
From Embeds
0
Number of Embeds
16
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • We discussed doing a pilot program with the potential vendors and all thought this would be impractical given the scale of this project. So, we did not do a pilot project first, but jumped right in.
  • We ended up selecting Flatirons Solutions as our vendor. They were the clear winner by a significant margin.
  • Review of the existing workflows was very time consuming. We knew our workflows very well, but to describe them to someone else, have them understood completely and then documented was grueling. So, it basically took us around 2 ½ years to plan the project and around 1 ¼ years to build it. Clearly, this was a major effort that probably took several thousand hours of staff time. Did an interative build-and-review cycle process that worked very well. Did not want to do a traditional waterfall requirements and build process.
  • We’ve lived with the initial workflows for about 2 ½ years, with only minor changes. In retrospect, we over-engineered our workflows. We didn’t try to update them as part of the original design, but implemented them as is. We felt it was too time consuming and complex to both build a new system and redesign all of our workflows at the same time and this was a good decision.
  • WMS is a closed system, not externally Web accessible for security reasons.
  • There is a fair amount of complexity that I intentionally left out of this diagram. For example, there is a Content Loader application at IEEE that sits between the peer review systems and WMS. It unpacks the article packages, verifies them, parses the XML metadata and then routes them to the correct WMS input stream.
  • Staff editors provide primary support to WMS authors. Also have an Editorial Support group. EiCs and Society officers will be trained in the use of our Pub Ops Production Portal.
  • Staff liked that they could work remotely via VPN access (formerly, they had to be in the office to use Unix workstations—they’re all on PC and Mac laptops now). They work largely when they want to, at off hours, holidays and weekends—no one makes them do this, but they love the flexibility. Some have even taken this farther and now live and work across the country.
  • 339 seminar4 kenrawson

    1. 1. IEEE Workflow Management System SSP Automating Workflow fromAcceptance to Publication Seminar 2 June 2010 San Francisco, California Ken Rawson Manager, Publishing Systems IEEE
    2. 2. IEEE and Its Publishing Program• IEEE is the world’s largest professional technical association • 38 societies and 7 technical councils • 395,000 members in more than 160 countries; 45 percent of whom are from outside the USA • Best known for its standards, such as the 802.11 wireless networking standard • Sponsors over 1,100 conferences in 73 countries • Publishes 148 transactions, journals and magazines—approximately 1/3 of the world’s technical literature in electrical engineering, computer science and electronics • Also publishes books and standards
    3. 3. IEEE Publishing Operations• IEEE Publishing Operations runs as a competitive publishing service to IEEE Societies and Councils • 85 peer reviewed journals • 18 magazines and 11 newsletters • Some IEEE Societies and Councils publish with external vendors• Having to operate as a competitive business has driven continuous improvements and increased efficiency • Compelled the decision to move to a next- generation editorial and production system
    4. 4. Move to Electronic Publishing Has Transformed Publishing Process• Volume of articles published has grown steadily • Web-based peer review = increased submissions • E-first publication allows for faster dissemination• Primary delivery model and “copy of record” have shifted from print to electronic• Focus of periodical process has become article-by-article electronic publication • DOIs for citation • Online issues can reduce frequency of print • Build issues in IEEE Xplore one article at a time
    5. 5. Working to Improve the Journal E-Article Environment• Processing and publishing single articles is faster than waiting for all articles for an issue to be completed – speed of publication improves • IEEE uses two models for single article delivery: • Pre-print model (accepted, unedited version) • Rapid Post model (final copy-edited version) • These models are similar to those used by other publishers • Print schedule: • Issue production time reduced by almost 20%• IEEE Workflow Management System (WMS) launched at the end of 2007 to support an all- digital journal workflow • Extract author-supplied source files directly from ScholarOne Manuscripts upon acceptance • Now able to track text, graphics and ancillary files in our processing queue
    6. 6. WMS Improves Efficiency of Journal Production Process• WMS is used by the IEEE Publishing Operations Department to: • Streamline and automate the editorial/production process • Provide the ability to quickly adapt to changing business conditions• Worked with consultants to build IEEE customizations into third-party software• Built in phases, beginning with vendor proposals in 2004 and ending with launch in late 2007• Rolled out in 2008
    7. 7. Vendor Selection Process Was Detailed & Comprehensive• Did site visits to see existing journal production CMSs• Looked at a number of proposals, based on all leading CMS available at the time • Documentum • Other proprietary systems• Reviewed detailed written proposals• Invited leading contenders in for presentations • Evaluated vendors using an evaluation matrix
    8. 8. Matrix Captured Elements Most Important to IEEE• Vendor criteria • References • Prior experience • Directly related experience (work on other publishing projects) • Financial stability and long-term viability • Technological stability of proposed platform• Quality of the SOW • Resources (amount & quality) • Shows sophisticated understanding of project • Proposed development process • Point of contact• Cost of project—realistic?• Proposed schedule—realistic?• Presentation • Well-organized • Responsive • Demonstrates an understanding of IEEE’s business
    9. 9. Selected a Documentum-Based System Building on Existing Solution• Worked with Flatirons Solutions to customize PubFusion, a system built for Wolters Kluwer • Purchased base code and customized extensively to fit IEEE needs• Worked in phases, using an iterative design process • Phase 1: Functional specs, solution design • Phase 2: Core functionality • Phase 3: Automation • Phase 4: Integrations
    10. 10. Defining Requirements, Developing Workflows & Designing UIs Took Time• Core team identified to work with Flatirons to review process in detail • Started in 2004, system went live at end 2007 • Called in larger groups of stakeholders for review & input as portions of system were being developed • First step was to review existing workflows • Workflow development in process while UI prototypes were built, reviewed, refined, and then reviewed and refined again • Reviewing as the system was being developed was critical to success
    11. 11. The Final Implementation Was Reasonably Close to What We Expected• The workflows, the most complex part of the system, were reasonably close to our expectations • We are doing a major release in several days that updates all of the workflows for the first time • New workflows are more streamlined and more flexible • Integration with composition system went well • The testing process was challenging • The system was less stable than we expected at launch • We ended up launching without reporting module
    12. 12. WMS Is Based on an End-to-End Digital Workflow• All articles and other materials for publication are imported directly from external systems (i.e., online peer review systems) • The ability to import manually exists• Articles move through the production process based on pre-defined workflows, milestones trigger the update of schedule information • Important not to over-engineer—need flexibility to react to changing business needs• Contact with authors, EICs, IEEE staff, and others is done through system portals
    13. 13. WMS Provides All Involved With Real-Time Information About Content in Our Queue• Through web-based portals, WMS gives authors, editors-in-chief, and society staff the ability to • Check the status of an article • What has happened, what will happen and when • Update personal information (bio, photo, contact information) • Review article proof and submit alterations • Contact IEEE editorial staff • Review the queue of articles available for publication (EIC/society) • Create issue line-ups (EIC/society) • View information about page budget and pages published (EIC/society)
    14. 14. IEEE WMS Content Flows Journal Articles IDAMS Workflow Digital Asset Management Mgmt. System SystemConversion andOutsourced Vendors Xplore Author Production Print Gateway Portal Vendor
    15. 15. Other Benefits of WMS IncludeComponent-Level Content Management & Enhanced Reporting• WMS is designed to manage our content at the component level • Figures, photos, multimedia, text • This will prepare us to act on opportunities for component-based publishing• Better, more automated tracking through the production process allows for more detailed reporting • Audit trails, milestones, and system events can all be used to create meaningful, targeted reports
    16. 16. Training End Users Is a Critical Part of the Process• Staff training was done using: • Demos • FAQs • User guide • Weekly open user group meetings • Expert Users on the floor • Blog site • Centralized help desk• Despite best efforts, training & documentation were challenging• Training of authors done using FAQs and user guides• Planning EiC/Volunteer training now
    17. 17. What Does WMS Look Like?• Screen shots illustrate some system highlights • Inbox view: editorial staff interact with WMS through the inbox • Highly customized to provide ability to organize work in different ways • Tasks sortable by columns • Additional filters to screen visible tasks by type, publication, issue • Metadata • Used to automate the production process, for reporting, and to track performance to schedule • Detailed tracking of process/system events • Easily identify bottlenecks • Analyze where time is lost/gained • Measure staff productivity
    18. 18. Extensive use of metadata to driveautomation and reporting Metadata fields with asterisks are required
    19. 19. Detailedtracking ofprocess is possible
    20. 20. What Does the Publishing Operations Production Portal Look Like?• Screen shots show some prototype highlights • Journal-level dashboard summary view for EiCs • Shows pending tasks, article production summary, issue management summary, metrics and the next issue close date • Society-level summary dashboard for Society Officers • Similar to the EiC dashboard, but across all journals for a Society • Read-only for production operations! • Master queue for EiCs to view and manage articles • Sort articles in a variety of ways, assign issues to articles, move articles between issues, review articles, approve issues for publication
    21. 21. Society Officer dashboard
    22. 22. Review and edit issue line up: change order of articles; add/delete articles through this “master article queue”
    23. 23. The Author Gateway- an Author Connection to the IEEELanding Page Create & maintain profile; biography to be used as needed by Author Profile IEEE staff
    24. 24. Tracking Articles Through Production With the Article Tracker View status of each article in progress: What stage of production? Article Tracker Is proof available for review? What happens next?Milestones & Status
    25. 25. Overall Benefits of WMS to IEEE• WMS has enabled IEEE Publishing Operations to increase the amount of content published with flat staff levels every year • Number of pages increased 7-10% per year • We add new journals every year• Improved staff morale (work remotely)• Handles both in-house edited and composed journals and outsourced journals• Supports an all-digital workflow• Has enabled Pub Ops to respond more easily to new business requirements and opportunities• Enhanced reporting
    26. 26. Lessons Learned• Separate key features from the merely important• Vendor selection is crucial to your success• Project time and budget will be more than you estimate • Big projects are very hard to estimate accurately• An iterative development process works well • Make sure you have enough cycles planned • Think about what you’ll do if you run out of cycles• Plan upfront for an ongoing maintenance and enhancement process• A comprehensive training and deployment plan are critical
    27. 27. Q&A• Questions?• Comments?• Concerns?

    ×