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The Web is Not a Project



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The Web is Not a Project

  1. 1. Mark Greenfield Doug Kozar The Web is Not a Project How to Effectively Manage Your Web Operations
  2. 2. Mark Greenfield Higher ed web professional, consultant, keynote speaker, futurist, uwebd overlord, lacrosse coach, tennis player, music lover, dog rescuer, volleyball dad
  3. 3. Doug Kozar Higher ed web professional, technologist, business process engineer, financial analyst, hockey player, golfer, neoteric empty nester
  4. 4. The biggest mistake web teams make is thinking about the web as a project
  5. 5. Agenda • The web is not a project • Developing a web operations plan • Demonstration of an operations management system • Concluding thoughts • Questions and answers
  6. 6. Project Work Operational Work Project Manager Line Manager There is a beginning and an end Continuous, relatively predictable Work performed by a temporary team Work performed within a stable organization Work has not been done before Work is repeatable Primary challenge is managing risk No risk involved Time, cost and scope constraints Annual planning cycle Success is measured on managing input Success is measured on managing output Project Work vs. Operational Work
  7. 7. Risks of the Project Approach • Spelling and grammar errors become common • Broken links become a growing problem • Branding is compromised • SEO is compromised • Increased exposure to risks • Web credibility suffers
  8. 8. • 74% of consumers pay attention to the correctness of the prose on company websites. • 59% of respondents said they would avoid doing business with a company that’s made obvious errors. • Spelling and broken links impact SEO Spelling – More than Reputational Risk
  9. 9. Links Break!
  10. 10. 88% of online consumers are less likely to return to a site after a bad experience needs-an-up-to-date-website-in-2015 The User Experience Matters
  11. 11. 91% of website visitors do not trust websites that contain errors or mistakes Quality Matters
  12. 12. Web Operations Management The processes and procedures that ensure the ongoing operational integrity of the website including both technology infrastructure and content/coding standards.
  13. 13. 1. Quality Assurance 2. Compliance Monitoring 3. Content Lifecycle Management 4. Operations Management System 5. Documentation 6. Reporting 7. Ongoing Improvements Program Web Operations Plan
  14. 14. 1. Quality Assurance • Spelling and grammar • Broken links • SEO best practices • Accessibility • Technical infrastructure – Hardware – Software
  15. 15. • Editorial style guides and web standards have limited value if there is no process to monitor compliance. • Measure the percentage of pages that comply to your style guides and web standards. 2. Compliance Monitoring
  16. 16. • Avoid ROT (redundant, outdated, trivial) • Understand the content lifecycle • Proactively plan for content updates • Have a process to monitor when each page was last updated 3. Content Lifecycle Management
  17. 17. It is okay to delete content (but know the links you are breaking)
  18. 18. All because you can add a web page doesn’t mean you should No content is better than outdated or inaccurate content
  19. 19. 4. Operations Management System • Single point of contact for web-related activities • Internal workflow to assign and track tasks • Internal and external communications hub
  20. 20. • Both internal processes and external training • Crisis management – be proactive rather than reactive • Up-to-date contact information (internal and external) • Passwords and server access • Code libraries • Policies • Standards 5. Documentation
  21. 21. • Collect and report on quality assurance data and operational efficiency data • Create graphs to chart progress over time • Create dashboards that aggregate data and share with stakeholders in language they will understand 6. Reporting
  22. 22. DemonstrationDemonstration
  23. 23. • Project prioritization process • Project prioritization rubric • Balancing the support of existing sites vs. new projects 7. Ongoing Improvements Program
  24. 24. • How much does the project support organizational goals • What is the Return on Investment (ROI)? • Is there a specific time of the year that launching a new site makes the most sense? • Are there any issues with the availability of specific resources (content, design, technical, etc.) ? • Is this a mandate (something that HAS to be done)? • Should the date requested be a factor (First In, First Out)? • Is there a need to balance projects equally across departments? Project Prioritization Rubric
  25. 25. • Support for existing site should take precedence over new projects. • When resources are fixed, every time a new project launches, more resources will be needed for support and less will be available to work on new projects. • Ideally resources will be provided to accommodate all reasonable requests in a reasonable amount of time. Support of Existing Site vs. New Projects
  26. 26. Concluding Thoughts
  27. 27. Repeat After Me The web is not a project
  28. 28. 1. Assign someone the role of Web Operations Manager 2. Think KISS 3. Plan for maintenance at the start of every project 4. Measure the efficiency of your web operations 5. Be proactive instead of reactive 5 Things to do Right Now
  29. 29. Resources Open Source Software (LAMP Server Environment) • (osTicket Support Ticket System) • (DokuWiki collaboration wiki) Web Based Documentation Tools • (Google Docs)
  30. 30. Thank You Mark Greenfield Doug Kozar r