1	Determining Your Content Management Strategy June 21, 2002
2	Agenda Workshop goals Web content management defined How to come up with a good CM strategy Asking the really tough questions Building a business case Defining opportunities Getting familiar with CM technology Measuring potential ROI Wrap up
3	Workshop Goals Clarify your understanding of web content management – the issues and opportunities Help you discover areas of potential return for your municipality and to quantify them Help you create the outline of a strategy for managing web content for your web sites and intranets Give an overview of the technology of web content management and provide a realistic expectation for the costs software and implementation
4	Web content management (WCM) defined Content – Discrete pieces of information that fit together to form a whole Management – A series of practices or solutions that take the content from its part and work to creating the whole Web Content Management – A system that pieces together content for the purpose of viewing that content within a web based device
5	What can be included in CM? Distributed Authorship - More authors and “deployers”. Geographical Distribution. The right people to write content Workflow - Basic editing and approval processes. Notification systems. User and Group Management - Integration with existing systems (Active Directory; LDAP); Role and Scope management. “Templating” & Editing Control - Most systems browser based. Restriction of changes. A new consistency Resource Management – leverage shared resources (pictures, pdf’s, etc.) Dynamic Environments - Dynamic Menu systems, link management Content Scheduling and Lifecycle Management - Similar to Meta Data; but doing something with that meta data
6	What can be included in CM? Caching and Performance Enhancement Application Integration Content Tagging & Meta Management Version Control Feedback Mechanisms
7	What can be included in CM? Online Collaboration – like message-boards, etc. Catalog Integration – tight integration with product lists, etc. Customization – providing options to user to enable custom experience Personalization – customization based on intelligence collected about the user Localization – languages for micro-communities, disabilities, etc. Learning Material Management Reporting – log file analysis functionality
8	How to come up with a good CM strategy Learn about the mistakes and successes of others Get clear about the bigger picture Define the real opportunities available to you with CM (not vendor promises) Come up with a clear business case for CM with numbers Get familiar with the technology alternatives and the cost side of the equation Get started!!
9	Learn about mistakes and successes of others “Wise men learn by other men’s mistakes, fools by only their own” – Winston Churchill Attend conferences, workshops, seminars Talk to peers who’ve recently gone through a CM strategy or implementation project (Surrey, Coquitlam) Ask a trusted advisor with experience
10	The really tough questions – getting clear about the big picture What are we trying to accomplish for our city/municipality with our web site in the long term? Are we ready for the process work What other projects will compete for resources and attention this period? Next period?
11	Introducing the Municipality of Verlowna A fictional example to illustrate concepts, basis for a demo Set in the Okanagan – population 30,000 External web site with the following 3 primary web site goals Service the needs of our community Attract investment Attract visitors
12	Building the business case Take stock of your current situation Define your own potential opportunities Determine potential R in your ROI Narrow the scope of possible alternative solutions Test available investment numbers
13	Taking stock of your current situation Find out where it hurts most – ask key stakeholders inside the organization what isn’t working for them Perform log file analysis to learn more about important site stats – visitors per day, traffic for areas of the site that require CM Ask your audience what they want – online or offline surveys, focus groups, etc. Model the as-is state of your content management processes Ask yourself if there are any opportunities you see on the list (next few slides) that might apply to you Measure as much as you can about the situation today
14	Verlowna’s situation Obvious pain points in Verlowna (things people are screaming loudest about) There are errors in spelling and grammar all over the site, not to mention there are some facts that are just plain wrong. The site content is stale. “Upcoming events” have already happened and the last Verlowna mayor is still referenced in some areas of the site. It’s taking too much of the IT department’s time to get content up on the site and make modifications as they’re suggested from “the powers that be”. We’re looking at hiring a new person to “handle” the web site. Frontpage is too hard to use and we keep accidentally breaking parts of the web site. “Web developer” is not in anyone’s resume here! Whenever new pages are added, we have to update the navigation system and it’s a big job. Not only that, but whenever something small needs to be changed throughout the site (copyright, etc.), it takes hours to make sure it happens on every page. We can’t easily change the look and feel of the site. Every design revision is a big, expensive project. Whenever we update our imagery it takes forever to implement them on all of the pages and we always seem to miss a few
15	Verlowna’s CM Processes
16	Discover other opportunities available to your municipality with CM Four kinds: Organization Opportunities Departmental User Opportunities IT/Webmaster/Developer Opportunities Web Site Visitor Opportunities
17	Organization Opportunities Increase involvement in web site publishing throughout the municipality Reduce risk of losing visitors because of stale content Reduce number of support phone calls with ability to publish more and better content on the site Increased org. savings by having non-technical, lesser-paid departmental content experts self-publish
18	Departmental user opportunities Empowerment with access to instant self-publishing (with almost zero learning curve). Site consistency. Good CM will enforce compliance with corporate standards.
19	IT/Webmaster/Developer Opportunities More control over site modifications with roles-based security and pre-determined approval procedures Reduce time spent fixing broken code that results from working with complex site infrastructure and tools Eliminate workflow bottleneck by shifting responsibility from small number of overworked IT to a larger number of non-technical staff Anytime anywhere access to administration of site (no coming in after hours or on weekends to perform site admin). Reduce time spent training staff to maintain the site day-to-day to almost zero.
20	Web site visitor opportunities More timely and valuable content because it’s changed more often (affecting all of your objectives for the site) More repeat visits because the site is seen as more up-to-date and fresh Longer visits because there is more content to experience
21	Some things you can measure now How many unique site visits do you currently get per month? How many calls does your main line receive re: some issue the operator thinks should be solved via a visit to the web site? How many complaints do you get about your site re: wrong, stale or ineffective content per month? (internal and external) How much time do you spend per month on things related to keeping site content, look and feel consistent? How much time do you spend troubleshooting or fixing code that breaks as a result of someone using tools outside their level of expertise? How much money do you spend on consultants to update or fix mundane elements of your web site? How much time do you spend training people and keeping them up-to-speed with skills related to day-to-day site maintenance? How much money do you spend on upgrades to web site editing tools? (ie FP 2002) How many minor edits & content updates per month, major revisions per year? How much money do you spend on periodically redesigning your web site completely? On average, how long does it take to get a “typical” element of content onto the site. On average, how many hours are spent actually doing all of the elements of your publishing process?
22	Verlowna’s ‘as-is’ measurables 6,000 unique site visits per month 30 calls per month re: some issue the operator thinks should be solved via a visit to the web site 12 complaints a month re: wrong, stale or ineffective content per month? (internal and external) 20 hours per month spent on things related to keeping site content, look and feel consistent. 10 hours per month troubleshooting or fixing code that breaks as a result of someone using tools outside their level of expertise 50 hours/year training people and keeping them up-to-speed with skills related to day-to-day site maintenance We’ll need to upgrade to FP2002 for 4 people at a cost of $600 50 minor edits & content updates per month, 3 big revisions per year. We do a big site re-design every 2 years with a web design company for $25,000 (about $5,000 and 50 hours of our time spent implementing site design and content) On average, it takes 2 days to get a “typical” element of content onto the site. On average, we spend two hours actually doing all of the elements of our publishing process
23	Calculating a reasonable ROI on CM Sliding scale of hard-dollar tangibility Do your own homework. Don’t rely on vendor calculations (or even the ones in this workshop). Measure what you can, don’t even try with some elements (people fight less, there are fewer headaches, etc.) Best guestimates for small elements of return Be reasonable. Fight the temptation to overestimate the measurables and don’t underestimate the value of things you can’t measure. In all productivity-type return calculations - correct for the inefficient transfer of time (0.5 is average)
24	The Formula for potential CM return The formula for enterprise ROI for web content management systems: Return = (Cost Savings + Increased Content Value + Innovation) * Probability of Adoption where, Cost Savings = standardization + resource utilization + cost of updates Content Value = relevance * timeliness * accuracy * suitability Innovation = developer tool suitability + integration compatibility * reduced time to deploy Probability of Adoption = IT compatibility * business user suitability * scalability Investment = (number of users * training costs) + system cost + implementation cost
25	The return side: cost savings = standardization + resource utilization + cost of updates Standardization = labor saved as a result of using a template-driven site that enforces corporate standards & reduces duplication of effort creating graphics, page layout, etc. Resource utilization = time freed up from IT resources in the content management processes and as a result of easier site administration Cost of updates = overall reduction in time spent publishing new content
26	Cost savings for Verlowna Standardization = an hour a week * 52 weeks * $90k/yr (which is 60k/yr salary * 1.3 to get loaded cost) * 0.5 (which is a correction factor for the inefficient transfer of time) = $1,118 Resource utilization = (75% of 500hrs) * $10,000/yr (which is the difference in loaded cost of employees) = $1,792 + admin savings of 100 hrs/yr * 0.5 = $2,150 Cost of updates = 75%600 edits 2 hrs per edit * $90k/yr * 0.5 = $1,350 COST SAVINGS = $6,410
27	The return side: increased content value = message value * relevance * timeliness * accuracy * branding Message relevance = marginal increase in value of content created by content experts rather than IT Timeliness = marginal increase in value of timely content Accuracy = marginal increase in value of accurate content Branding = marginal increase in the value of consistent and appropriate brand presentation and language
28	Increased content value for Verlowna Message relevance = 10% of entire site content would be more relevant. Site content relevance is generally worth 50% of the total cost of a web site ($25k/2yrs) = $625 Timeliness = 50% of site content would be more timely by 25%. This content is worth 25% of site value = $781 Accuracy = 25% of site could be more accurate by 10%. This content is worth 10% of site value = $62.50 Branding =$0 (branding is generally not an issue for a municipality) INCREASED CONTENT VALUE = $1,468.50
29	The return side: Innovation = developer tool suitability + integration compatibility * reduced time to deploy Developer tool suitability = reduction in tool training for IT + risk reduction (when the people who know how to do it leave, you’re in trouble) + reduction in tool support costs Integration compatibility = depends what you’re integrating with (GIS, application forms, etc.) and what you’re buying. Reduced time to deploy = reduction in the time it takes to create a site or deploy elements thereof
30	Innovation for Verlowna Developer tool suitability = reduction in tool training for IT (50hrs/yr * .5 * $43/hr) + risk reduction ($1,000) + reduction in tool support costs (100hrs/yr .5 $43/hr) = $4,225 Integration compatibility = none Reduced time to deploy = ($25k/2yrs * .33) + (100 hrs * .5 * .5 * $43) = $5,200 INNOVATION = $9,425
31	The return side: probability of adoption = IT compatibility * business user suitability * scalability IT compatibility = likelihood of the product suiting your current & future IT environment Business user suitability = likelihood of departmental folks accepting the product Scalability = likelihood you won’t grow out of it
32	Verlowna’s Probablility of adoption 0.8 (you can make this close to 1.0 if you choose a product that fits your technical environment, has been tested with real content implementers to see if they’ll accept it, and one that will grow with your expected needs.)
33	The return side – other complete intangibles Reduce the hassle associated with long workflow and interactions with non-technical requesters Put the onus on the content experts to determine what changes are appropriate (take the pressure off IT to make decisions about content) Better relationship between IT and departmental users
34	Verlowna’s Potential Return
35	Getting familiar with CM technology Enterprise Platforms Upper Tier Mid Market Open Source ASP Home Grown
36	The CMS Landscape Vignette - V/6 Content Management Suite Documentum - 4I WCM Edition Broadvision - One-To-One Publishing Divine - (OpenMarket) Content Server Interwoven - TeamSite Stellent - Stellent Content Management Suite Percussion - Rhythmyx 4.0 Microsoft - Content Management Server FatWire - UpdateEngine6 FileNET - eGrail (now FileNET) Gauss - Interprise VIP Enigma – Insight Day - Communiqué Tridion - DialogServer Merant - PVCS Content Manager RedDot Solutions - RedDot Obtree - C3
37	The CMS Landscape Vignette - V/6 Content Management Suite Documentum - 4I WCM Edition Broadvision - One-To-One Publishing Divine - (OpenMarket) Content Server Interwoven - TeamSite
38	The CMS Landscape Stellent - Stellent Content Management Suite Percussion - Rhythmyx 4.0 Microsoft - Content Management Server FatWire - UpdateEngine6 FileNET - eGrail (now FileNET) Gauss - Interprise VIP Enigma – Insight Day – Communiqué Tridion - DialogServer
39	The CMS Landscape Merant - PVCS Content Manager RedDot Solutions - RedDot Obtree - C3 Divine - (Eprise) Participant Server Starbase - eXpressroom Mediasurface - Mediasurface 3.5 Ingeniux - NEW XPower Publishing System PaperThin - CommonSpot Content Server
40	The CMS Landscape
41	The CMS Landscape Atomz - Publish CrownPeak Technology - Advantage CMS Maestro - Maestro
42	The CMS Landscape
43	A few words about cost… Quarter End Deals Development, Staging and Farming costs Iterative Releases
44	Resources http://www.cmswatch.com http://www.biz-lib.com/ http://www.bitpipe.com http://www.econtentmag.com http://www.habaneros.com
45	The investment side = (number of users * training costs) + system cost + implementation cost Number of users = authors + approvers + administrator(s) Training costs = cost of time spent learning the new system System cost = software licensing (or monthly fee if ASP) and first year of maintenance Implementation cost = project cost (consultants + cost of internal resources
46	The investment side : Verlowna’s Investment numbers = (number of users * training costs) + system cost + implementation cost Number of users = 6 authors + 2 approvers + 1 administrators = 9 Training costs = 10 hrs * $35/hr (avg loaded cost of employees) = $350 System costs = $5,786 (Maestro ASP solution) Implementation costs = $10,000 (consultants and internal staff) = (9 * 350) + $5,786+ $10,000 = $18,936
47	ROI for Verlowna Return on investment (ROI) is the average of the net benefits divided by the initial cost of the project, times 100. Three year horizon because most IT initiatives won’t payback in less than 3 years Return = $13,842.80 Investment = $18,936 ROI = ((Net Year 1 + Net Year 2 + Net Year 3) / 3 / Initial Cost) X 100 ROI = (($-5,093.20 + 13,842.8 + 13,842.8)/3/$18,936 $7,530.80/$18,936 = 41% Payback = @2.5 years
48	Next steps for you and your municipality Validate your business case with a peer and/or a trusted advisor Get a small budget for the due-diligence effort Enlist support from leadership outside IT Public relations/marketing Mayor’s office Administrator’s office Economic Development Chamber of commerce