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  • 1. Lippincott Williams & Wilkins Content Management Initiative June 2, 2004
  • 2. Agenda§ What is Content Management?§ What is a Content Management System (CMS)?§ Why change the way you manage content?§ What will you need to be successful?§ Expectations versus reality§ Case Study§ Conclusions 2
  • 3. What is Content Management?§ Vocabulary – Content versus products (e.g. book, journal, PDA, website, etc.) – WK Health perspective§ We all manage content – Write or receive content – Store it – Edit or otherwise “enhance” it – move it through a process – Create products§ We just use different tools and processes to do so – Manual or automated – Stand-alone or integrated 3
  • 4. What is a Content Management System (CMS)?§ People, Process, and Tools – Skills needed – Workflow adjustments§ Components of the “toolset” – Authoring – Repository – Workflow – Composition/Product rendering 4
  • 5. Why change the way you manage content?§ Decrease time to market and product creation costs – Product-centric workflow versus content-centric workflow. A database of content that is up-to-date regardless of the product creation cycle – Print and electronic products produced in the same workflow • Enables near simultaneous publication of print and electronic products • Eliminates costly post-processes to create electronic products – Not all products are created equal – allocate resources appropriately! 5
  • 6. Why change the way you manage content?§ Increase revenue opportunities – Increase content reuse versus creating the same topics repeatedly • Can you stretch your current people and process any more? Is your current process “scalable”? • Are there types of products you’d like to create that you are unable to support in your current product development model? – Enable the quick and cost-effective creation of new and custom products 6
  • 7. What will you need to be successful?Support!§ Different parts of the organization will require varying levels of commitment and understanding§ Executive level – Do they understand why you are implementing a CMS? – Are they actively communicating and participating in its implementation?§ Editorial groups – Where will you begin to implement the CMS? – Is the editorial group a willing participant? 7
  • 8. What will you need to be successful?Resources!§ Implementation team – Business Sponsor – Project Manager – Analysts – What are they and why do we need them? – Editorial involvement – IT involvement – Vendor resources§ Editorial team 8
  • 9. Expectations versus Reality§ Executive attention will come and go§ Editorial teams will get nervous as you actually begin to implement process changes§ Organizational priorities will shift over time§ Your resources may never fully be dedicated 9
  • 10. So …. What do you do?§ Build a strong but realistic business case – Cost avoidance or reduction – Time savings (Impact on revenue? On staffing?) – Revenue opportunities – Strategic alignment with business objectives§ Get approval for your full project budget up front! – Build in dollars for consulting and temporary support – Remember: Everything will take longer and require more money than you originally planned! 10
  • 11. So …. What do you do?§ Clearly define your approach – Define your requirements with the editorial team based on known business needs – Include impact on people, processes, and tools in your requirements – Involve IT early and bridge the communication gap between IT and Editorial – Understand your implementation alternatives – Build an aggressive but achievable schedule 11
  • 12. So …. What do you do?§ Continually communicate implementation objectives and project status. Don’t assume that everyone knows how things are progressing§ Spend consistent time face-to-face with – The editorial team – Other key team members – Organizational opinion leaders – Key executives 12
  • 13. LWW Objectives§ Re-engineer processes in publishing units that have established the reuse potential of their content§ Provide content management tools to support and simplify a content-centric publishing process§ Use Documentum “out-of-the-box” to meet the content repository and workflow business requirements identified by the Editorial groups 13
  • 14. Case StudyNursing Drug Database Annual products – print and electronic – with significant revenue, a managed content creation process, regular updates, derivative products and strong potential for custom sales 14
  • 15. Current Environment§ Product-centric workflow – Individual workflow – Individual timing – Separate file conversions – Individual reviews 15
  • 16. Current Environment§ Difficult to create and maintain electronic products – Electronic products are created in an expensive and time- consuming “post-process” • Requires conversion from Quark • Requires clean-up by a composition vendor – Products are not published simultaneously with print – Creating regularly updated products is difficult and costly • Abbreviated format only (not the same amount of information in updated monographs as in the ones originally included in the PDA) • Update process cumbersome and labor intensive 16
  • 17. What will change?§ Content will be updated on a continuous basis – Eliminating at least one content review§ Simultaneous publication of print and PDA products§ Pre-press vendor will no longer be needed – all done in house as output of the CMS§ More accurate estimation of cast off§ No manipulation of the content in Quark! No Quark! 17
  • 18. Conclusions§ Communication goes a long way§ Technology only supports business requirements. There is no “silver bullet”§ Editorial teams know the most about the content and its derivative products – teach them how technology can help!§ Market, market, market. Continually demonstrate how the CMS will meet the needs of internal constituencies (editorial, executive, etc.) 18