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
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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
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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
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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!
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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
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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?
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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
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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
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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!
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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
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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
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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
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14. Case Study
Nursing 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
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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
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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!
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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.)
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