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Digital governance framework overview v1.2
- 1. Digital Governance Implementation FrameworkOverview Wednesday, 22 June 2016
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- 4. What is digitalgovernance...? It enables responsiveness by clarifying roles, responsibilities and connections for a collaborative team. Lisa Welchman Managing Chaos Digital Governance by Design
- 5. What is digitalgovernance...? Digital governance is the basis of our distributed content & centralised support model.
- 6. CMS User Core Digital Team Faculty Digital Officer CMS User CMS User CMS User CMS User Lead User CMS Approval Cycle CMS Publishing Faculty / Business Unit Management Auditing& Management Reports Change Initiation Change Manageme nt Process Request For Change Directorate Change Initiators Change Initiation CMS Dev Team Change Initiation Change Initiation Centralised support Distributed content
- 7. What is digitalgovernance...? It is NOT about creating a digital silo or having the core digital team decide everything and run everything!
- 8. Why is digital governanceso important...?
- 9. Digital Transformation –Core Principles Effective Communication & Engagement Strong Programme Framework Good Governance Digital governance is a core principle of an effective digital channel The University Digital Board has provided clear direction that digital governance is one of the core principles of an effective Queen’s digital channel.
- 10. 2 key reasonswhy digital governance is so important... 1. Current poor digital governance exposes the University to risk and liability. 2. Good digital governance will make us more effective in achieving our business objectives.
- 11. Identify & prioritise requirements Setpolicies based on requirements Create controls to administer, enforce and remediate standards and procedures Digital governance framework…DigitalGovernance Risks Business Objectives Policy Standards & Guidelines Procedures Implementation & Remediation Legal & Regulatory Magus Research Ltd and ActiveStandards Inc
- 12. Why is digitalgovernance so important...?
- 13. What is thescope of our digital governance...?
- 14. What is thescope of our digital governance...? The scope is defined in the Digital Governance Policy & Code of Practice
- 15. What is thescope of our digital governance...? “Core digital channels that support the University’s Global Vision and Strategic Priorities”
- 16. What is thescope of our digital governance...? “The University Digital Policy is deemed to include all web pages whose addresses (URLs) contain a domain (e.g. qub.ac.uk) associated with the University or one of its organisational units, or are hosted on a server at the University. The Policy includes all social media accounts maintained by staff or students which could reasonably be deemed as having a relationship with the University. The policy relates to all aspects of the University’s digital channels, including design, content, development, network and infrastructure.”
- 17. What is thescope of our digital governance...? “In addition, any organisations which are employed by the University to carry out work on its behalf (e.g. consultants, agencies, suppliers), must also be made aware of and follow this policy and its supporting standards and guidelines”
- 18. What is thescope of our digital governance...? “Courseware, including scholarly work, student work and learning and teaching materials are NOT covered in this policy.”
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- 20. Identify & prioritise requirements Setpolicies based on requirements Create controls to administer, enforce and remediate standards and procedures Digital governance framework…DigitalGovernance Risks Business Objectives Policy Standards & Guidelines Procedures Implementation & Remediation Legal & Regulatory Magus Research Ltd and ActiveStandards Inc
- 21. Digital governance structure... Throughthe Digital Transformation Project the University has developed a digital governance framework that clearly set out well defined roles, responsibilities and accountability of stakeholders in the overall Queen’s Digital Presence.
- 22. Digital governance structure... Thedigital governance framework includes digital management structures and a Digital Governance Policy to promote consistency across the University’s core digital channels and to provide guidance to staff in the management of our digital content.
- 23. Digital governance structure... UniversityDigital Board Digital Technical Project Board (Evolvement of TSWG) Digital Operations Group (Change Advisory) Service Desk Digital Management Group News & Content Editorial Group Leadership and Strategy People, Process and Technology Digital Governance Groups
- 24. Digital governance structure... UniversityDigital Board Digital Technical Project Board (Evolvement of TSWG) Digital Operations Group (Change Advisory) Service Desk Digital Management Group News & Content Editorial Group Leadership and Strategy People, Process and Technology Digital Governance Groups
- 25. Digital governance structure... UniversityDigital Board Digital Technical Project Board (Evolvement of TSWG) Digital Operations Group (Change Advisory) Service Desk Digital Management Group News & Content Editorial Group Leadership and Strategy
- 26. Digital governance structure... UniversityDigital Board Digital Technical Project Board (Evolvement of TSWG) Digital Operations Group (Change Advisory) Service Desk Digital Management Group News & Content Editorial Group People, Process and Technology
- 27. Digital governance structure... UniversityDigital Board Digital Technical Project Board (Evolvement of TSWG) Digital Operations Group (Change Advisory) Service Desk Digital Management Group News & Content Editorial Group People, Process and Technology
- 28. Digital governance structure... UniversityDigital Board Digital Technical Project Board (Evolvement of TSWG) Digital Operations Group (Change Advisory) Service Desk Digital Management Group News & Content Editorial Group People, Process and Technology
- 29. Steering Groups CoreTeam UniversityDigital Board DigitalManagement Group DigitalTechnical Group DigitalOperations Group News&Content EditorialGroup ASAG DigitalLearning Group MRCIManagement Group Marketing& Communications Information Services(IS) Digital Transformation ProjectBoard Digital Governance Sponsorship & Advocacy Queen's University Digital Governance A R R C C I I I R R R Digital Strategy Digital Strategy A R C I C C I I Digital Policy Policy Authoring I I I I I I I I R R A Digital Standards Design Standards A C R Editorial Standards A R R Network & Infrastructure A I R Applications, Publishing & Development C A R Digital governance structure responsibility matrix (RACI)… Magus Research Ltd and ActiveStandards Inc
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- 31. Provide structure… Our siteneeds a major redesign We need a site for a research project – where do we go? Where do I get help for SEO? We need our video to be available in China We need a video for the School web pages We have a site but we would like it within the CMS We want to promote something through Facebook – what is the best way to do this? What web address should I use? Our School needs a unique look and feel
- 32. Make it easierfor business owners to get meaningful responses through consistent workflow… Agree candidates to be put forward as Request for Change / Support and ensure that only relevant and appropriate requests are raised Submit Request for Change / Support Test & approve changes Business owners Change Advisory Assess change risk Assess change impact Escalate change request as required Prioritise change request Approve or reject change request
- 33. CMS User Core Digital Team Faculty Digital Officer CMS User CMS User CMS User CMS User Lead User CMS Approval Cycle CMS Publishing Faculty / Business Unit Management Auditing& Management Reports Change Initiation Change Manageme nt Process Request For Change Directorate Change Initiators Change Initiation CMS Dev Team Change Initiation Change Initiation Centralised support Distributed content
- 34. Change Sponsor (Business UnitManager / BDO) Change Initiator (Only approved Change Initiators can initiate a change) Request a New Site 1 Develop Existing Site or Request for Support 2 Through clarifying roles, responsibilities and processes… *Non Business as Usual Standard Content Approval Cycle Business as Usual / Standard Change Standard change Minor, significant or major change
- 35. Change Sponsor (Business UnitManager / BDO) Change Initiator (Only approved Change Initiators can initiate a change) Request a New Site 1 Develop Existing Site or Request for Support 2 Change Category Request logged, analysed & assessed (Minor, Significant, Major) Approved / Rejected Minor Provide more detail: Proposal for development of major redesigns and/or new sites 3 Change Advisory (Escalated to senior level as required) Major Significant Approved / Rejected High Risk & High Impact University Digital Board RFC workflow overview
- 36. What might bea typical change request… 1. Change to an existing core site or request for digital support services. 2. New Core Site - A site built using the standard core University design with a qub.ac.uk URL - e.g. http://www.qub.ac.uk/folder 3. Major redesign - A Queen's-branded website with a qub.ac.uk URL - e.g. http://www.qub.ac.uk/folder 4. A new non-core Queen's website (incorporating your own logo) with a qub.ac.uk URL 5. A website for an joint initiative involving external partners where Queen's is the lead partner - this type of website must be Queen's-branded and use a qub.ac.uk URL (e.g. www.qub.ac.uk/folder) or sub-domain (e.g. www.subdomain.qub.ac.uk).
- 37. 6. A websitefor a joint initiative involving external partners where all partners are equal - this type of website can be non-Queen's branded and use a non-Queen's domain (URL). 7. Hosting for a website using technology other than the centrally-managed TerminalFour Site Manager CMS. 8. To migrate an existing website to the centrally-managed TerminalFour Site Manager CMS. 9. Non-core / satellite sites. Note: Business units must work on custom design solutions only as a last option and where a clear business need has been established. What might be a typical change request…
- 38. Change roles &responsibilities… Change Sponsor Change Initiator Change Manager Change Builder(s) Change Approver Change Tester Change Advisory
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- 46. Change priority matrix… Emergency Needsactioned immediately (emergency change process). Critical business reason for immediate action or issue causing loss of service or severe usability problems to a larger number of Users, a mission-critical system, or some equally serious problem. Immediate action required. Urgent Digital Operations Group Emergency Change Advisory meeting may need to be convened. Resources may need to be allocated immediately to build such authorised changes. „ High Needs actioned within one working week. High priority / strategic business need or issue severely affecting some users, or impacting upon a large number of users. To be given highest priority for change building, testing and implementation resources. (other than emergency). „ Medium Needs actioned within four working weeks. No severe impact or immediate business requirement, but request . To be allocated medium priority for resources. Low Needs actioned by the indicated date. A change is justified and necessary, but can wait until the next scheduled release or upgrade. To be allocated resources accordingly
- 47. Change category matrix… ChangeImpact High Medium Low Change Risk High Major Major Major Medium Major Significant Significant Low Major Significant Minor
- 48. Change Sponsor (Business UnitManager / BDO) Change Initiator (Only approved Change Initiators can initiate a change) Request a New Site 1 Develop Existing Site or Request for Support 2 Through clarifying roles, responsibilities and processes… *Non Business as Usual Standard Content Approval Cycle Business as Usual / Standard Change Standard change Minor, significant or major change
- 49. Change escalation… User SelfHelp Standard changes which represent day-to-day business as usual www.qub.ac.uk/sites/Guidance Change Initiator Relevant and appropriate changes Change Manager Digital Technical Project Board / Digital Management Group University Digital Board Change Advisory
- 50. Change escalation… User SelfHelp Standard changes which represent day-to-day business as usual www.qub.ac.uk/sites/Guidance Change Initiator Relevant and appropriate changes Change Manager Digital Technical Project Board / Digital Management Group University Digital Board Change Advisory Level 0 Level 1 Level 2 Level 3 Level 4 Level 5
- 51. Change escalation… User SelfHelp Standard changes which represent day-to-day business as usual www.qub.ac.uk/sites/Guidance Change Initiator Relevant and appropriate changes Minor change authorised by Change Manager Major change considered by Change Advisory with escalation to senior level Major change Where assessed as high risk AND high impact referred to the University Digital Board. Significant change authorised by Change Advisory
- 52. More information at: Level0 User self help Comprehensive suite online of standards and guidelines… www.qub.ac.uk/sites/Guidance
- 53. Digital Content Quick UserGuide SEO Images Video Accessibility Security Editorial Guide Guidelines based around logical themes and topics… Designed to provide a quick and easy-to-use procedure guide covering the majority of day-to- day digital content activities Designed to provide a handy reference to help users to ensure their digital copy is consistent with Queen’s spelling and grammar convention, etc. Designed to complement the Digital Content Quick User Guide- the topic guides will provide an in-depth guide to best practices and procedures for a particular aspect of digital governance Designed to break guidelines down into logical themes and topics… More information at:
- 54. More information at: Level1 User support Local co-ordination of support… www.qub.ac.uk/sites/Guidance Faculty hubs CMS Support Team CMS Training Team Core Digital Content Team
- 55. SEO & PPCUI/UX Content Graphics CRM Social Analytics Audio-visual Deep discipline expertise (Core Digital Content Team) Faculty digital officers will be able to draw upon deep discipline expertise support from the Core Digital Team to fulfil digital business objectives Cross-discipline competence (Faculty Digital Officer) Request for support…
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- 57. Digital governance policy& code of practice… ▫ Core digital channels that support the University’s Global Vision and Strategic Priorities ▫ Digital Governance Policy & Code of Practice approved by University Digital Board (15 March 2016) and University Operating Board (18 April 2016)
- 58. Digital governance policy& code of practice… ▫ The policy sits at the core of the new University Digital Governance Framework ▫ It is supported by a comprehensive suite of standards, guidelines and procedure documents, developed through consultation with key digital stakeholders and subject matter experts.
- 59. Identify & prioritise requirements Setpolicies based on requirements Create controls to administer, enforce and remediate standards and procedures Digital governance framework…DigitalGovernance Risks Business Objectives Policy Standards & Guidelines Procedures Implementation & Remediation Legal & Regulatory Magus Research Ltd and ActiveStandards Inc
- 60. Digital policy, standards& guidelines… Digital Governance Policy Digital Governance Standards / Guidelines Digital Governance Procedures Policy Traits... Sets direction Approved / Signed by an official University management level / authority Few in number Standards / Guidelines Traits... Supports structure for policy Spans functional to technical Created by SMEs / tactical specialists. Exist in large numbers Procedures Traits... Deliberately tight and restrictive Tells you what step to take, when to take it, how to do it, and how not to get it wrong.
- 61. Digital Governance Policies DigitalGovernance Standards / Guidelines Digital Governance Procedures Standards / Guidelines Traits... Objective is for end users to follow standards and procedures because they can see and understand the value in them Just one Digital Governance Policy Digital Governance Policy
- 62. Digital Content Quick UserGuide SEO Images Video Accessibility Security Editorial Guide Guidelines based around logical themes and topics… Designed to provide a quick and easy-to-use procedure guide covering the majority of day-to- day digital content activities Designed to provide a handy reference to help users to ensure their digital copy is consistent with Queen’s spelling and grammar convention, etc. Designed to complement the Digital Content Quick User Guide- the topic guides will provide an in-depth guide to best practices and procedures for a particular aspect of digital governance Designed to break guidelines down into logical themes and topics… More information at:
- 63. Standards and Guidelineswill be modular in format, use clear language and clearly refer to other related documents. Designed to break guidelines down into logical themes and topics… Standards / Guidelines Introduction Support Related Policies & Standards Standards / Guidelines Introduction Support Related Policies & Standard s More information at: Comprehensive suite of standards and guidelines…
- 64. Digital governance policy& code of practice… The University will provide new and existing Web Editors and Managers with training in the Digital Governance Policy and its supporting standards and guidelines. Support online
- 65. Changes from currentposition… While the policy essentially brings together and formalises much existing process and procedure, the following are the major changes from current practice…
- 66. Scope of thepolicy… The University Digital Policy is deemed to include all web pages whose addresses (URLs) contain a domain (e.g. qub.ac.uk) associated with the University or one of its organisational units, or are hosted on a server at the University.
- 67. Rationale… It is importantthat the scope of the Policy is as broad as possible. There will be the requirement for exceptions – these will be managed through a formal exceptions procedure. It is the broadness of the Policy that will help ensure it provides as much contingency potential as possible to cover unforeseen eventualities.
- 68. Content life cycle… TheUniversity reserves the right to remove, archive and/or deny access to content that does not meet the criteria outlined in this policy document.
- 69. Rationale… It is importantthat business units do not proliferate content to a point beyond which they do not have sufficient resources to maintain it
- 70. Core Page 102:30 1 30:00 300:00 42.9 Level 2 Page 20 1:30 4 4:30 90:00 12.9 Level 3 Page 20 1:30 6 3:00 60:00 8.6 Level 4 Page - 1:00 12 1:00 0:00 - 50 38:30 450:00 64.3 How much resource does it take to maintain / curate digital content? Even a small site of around 50 pages can take a surprising amount of resource to curate content which engages today’s digital audiences! Understanding resource implications…
- 71. Non-core sites… All non-core/satellitesystems must be registered with, and approved by, Information Services.
- 72. Rationale… It is importantthat the requirement to register these sites is included as they may not otherwise be included within any monitoring processes introduced.
- 73. New websites siteinitiation… Proposals to create new websites must be approved in advance of site publishing. This also applies to major redesigns of existing websites.
- 74. Rationale… It is importantthat there is control of what is being implemented going forward. Any new website or significant redesign must be subject to a formal Request for Change (RFC) process.
- 75. New websites siteinitiation… In particular, in cases where the development is being provided by external third parties, the RFC process will ensure that suppliers are made aware of, and follow, the digital policy and its supporting standards and guidelines.
- 76. 1. Digital governanceestablishes clear accountability for digital strategy policy and standards 2. Good digital governance will make us more effective in achieving our business objectives - poor digital governance exposes the University to risk and liability. 3. Digital Governance Policy & Code of Practice has been approved by the University Digital Board and University Operating Board 4. Digital Governance Policy & Code of Practice applies to all core digital channels that support the University’s Global Vision and Strategic Priorities 5. We need to know who our Change Sponsors & Change Initiators should be… 6. We need to communicate the digital governance framework across the University Takeaway points…
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- 78. Presented at: Thank you& questions Tuesday, 31 May 2016
Editor's Notes
- #3 Digital Governance: Current poor digital governance exposes the University to risk and liability. Policies, Standards and Procedures must be written in partnership and with buy-in from stakeholders Users will follow standards and procedures if they can see and understand the value in them. Good digital governance will make us more effective in achieving our business objectives.
- #4 Digital Governance: Current poor digital governance exposes the University to risk and liability. Policies, Standards and Procedures must be written in partnership and with buy-in from stakeholders Users will follow standards and procedures if they can see and understand the value in them. Good digital governance will make us more effective in achieving our business objectives.
- #7 For a large digital presence it is impractical to centralise content creation and publishing – the goal of our governance framework is to give our subject matter experts the tools, training, guidance, permissions and CONFINDENCE to develop, maintain and curate useful, user-centred content.
- #9 Digital Governance: Current poor digital governance exposes the University to risk and liability. Policies, Standards and Procedures must be written in partnership and with buy-in from stakeholders Users will follow standards and procedures if they can see and understand the value in them. Good digital governance will make us more effective in achieving our business objectives.
- #12 Reinforce consistency not conformity Reinforce feedback loop - Communicate and share methods and ideas Try new things and always to seek better ways of doing – thirst for digital change. Heritage has value throughout the University, its identity and its brand but has no place in digital. If we implement and maintain our digital governance framework it will act as a useful set of guidelines, best practice and body of knowledge for all our content contributors.
- #13 Developed on themes by Lisa Welchman @lwelchman Kristina Podnar @kpodnar
- #14 Digital Governance: Current poor digital governance exposes the University to risk and liability. Policies, Standards and Procedures must be written in partnership and with buy-in from stakeholders Users will follow standards and procedures if they can see and understand the value in them. Good digital governance will make us more effective in achieving our business objectives.
- #20 Digital Governance: Current poor digital governance exposes the University to risk and liability. Policies, Standards and Procedures must be written in partnership and with buy-in from stakeholders Users will follow standards and procedures if they can see and understand the value in them. Good digital governance will make us more effective in achieving our business objectives.
- #21 Reinforce consistency not conformity Reinforce feedback loop - Communicate and share methods and ideas Try new things and always to seek better ways of doing – thirst for digital change. Heritage has value throughout the University, its identity and its brand but has no place in digital. Developed on themes by Lisa Welchman @lwelchman Kristina Podnar @kpodnar
- #31 Digital Governance: Current poor digital governance exposes the University to risk and liability. Policies, Standards and Procedures must be written in partnership and with buy-in from stakeholders Users will follow standards and procedures if they can see and understand the value in them. Good digital governance will make us more effective in achieving our business objectives.
- #32 We do not want to stifle feedback or requests for change – we just want them to come through an efficient structure…
- #33 Essentially the RFC process is about putting the business owners / University stakeholders in touch with the right people with the necessary technical skills and appropriate authority to make the correct desisions
- #35 Digital Transformation (9 Digital Building Blocks) Customer Experience Customer Understanding – discovery phase and legacy of effective analytics and Top Line Growth Customer Touch Points – User Journeys and user experience. Interface with key CRM project. Operational Process Process Digitisation Employee Enablement Performance Management – need to build a business case in the future for digital. Cannot rely on Leadership to see need – that what this Project is about Business Model Digitally-Modified Business New Digital Business Digital Internationalisation
- #39 It is the Change Manager’s responsibility to know this process inside out – it should be simple for the business owners and stakeholders…
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- #47 The business owner DOES NOT get to decide whether it is an EMERGENCY…
- #49 Digital Transformation (9 Digital Building Blocks) Customer Experience Customer Understanding – discovery phase and legacy of effective analytics and Top Line Growth Customer Touch Points – User Journeys and user experience. Interface with key CRM project. Operational Process Process Digitisation Employee Enablement Performance Management – need to build a business case in the future for digital. Cannot rely on Leadership to see need – that what this Project is about Business Model Digitally-Modified Business New Digital Business Digital Internationalisation
- #55 Digital Transformation (9 Digital Building Blocks) Customer Experience Customer Understanding – discovery phase and legacy of effective analytics and Top Line Growth Customer Touch Points – User Journeys and user experience. Interface with key CRM project. Operational Process Process Digitisation Employee Enablement Performance Management – need to build a business case in the future for digital. Cannot rely on Leadership to see need – that what this Project is about Business Model Digitally-Modified Business New Digital Business Digital Internationalisation
- #57 Digital Governance: Current poor digital governance exposes the University to risk and liability. Policies, Standards and Procedures must be written in partnership and with buy-in from stakeholders Users will follow standards and procedures if they can see and understand the value in them. Good digital governance will make us more effective in achieving our business objectives.
- #60 Reinforce consistency not conformity Reinforce feedback loop - Communicate and share methods and ideas Try new things and always to seek better ways of doing – thirst for digital change. Heritage has value throughout the University, its identity and its brand but has no place in digital. Developed on themes by Lisa Welchman @lwelchman Kristina Podnar @kpodnar
- #71 This should act as a guideline to business owners – in line with Policy business owners must not permit their sites to grow beyond their resources to maintain and curate content.
- #77 Digital Governance: Current poor digital governance exposes the University to risk and liability. Policies, Standards and Procedures must be written in partnership and with buy-in from stakeholders Users will follow standards and procedures if they can see and understand the value in them. Good digital governance will make us more effective in achieving our business objectives.
- #78 Digital Governance: Current poor digital governance exposes the University to risk and liability. Policies, Standards and Procedures must be written in partnership and with buy-in from stakeholders Users will follow standards and procedures if they can see and understand the value in them. Good digital governance will make us more effective in achieving our business objectives.