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www.gilbane.com Copyright 2006
Successful Processes for Selecting a Content
Management SystemHow to Become an Expert in
Technology Acquisition
Mary Laplante and Geoff BockThe Gilbane Group
October 2007
www.gilbane.com Copyright 2006
©2007 The Gilbane Group
The Opportunity
$2.9 billion US in 2007
Compound annual growth rate of 12.9%
Size of the ECM Market, based on worldwide total software revenue
-- Gartner
Through 2011-- Gartner
www.gilbane.com Copyright 2006
©2007 The Gilbane Group
The Accidental Acquisition Specialist
Acquisition Jobs | Juju Job Search
Director, Talent Acquisition Operations: ARAMARK (Philadelphia, PA):
Department of Defense Acquisition, Technology and Logistics workforce. ...federalgovernmentjobs.us/jobs/Professor-Of-
Future Technologies, Inc. is seeking an Acquisition Management Program Manager at Pax River, MD to support NAVAIR's Joint Tactical Data ...
Manager Systems and Programming. ... Inc., the leading global talent acquisitionsolutions provider, announced today extensive ...
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©2007 The Gilbane Group
Session Goals and Objectives
If technology acquisition is part of other jobs and roles within the enterprise . . .
How can you effectively contribute to the process of identifying new technology and bringing it into your company? Seeing it through successful deployment and
participating in governance are another discussion
Gain an understanding of the overall acquisition process, points at which you can have impact, and how to work with vendors for mutual success.
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©2007 The Gilbane Group
About Gilbane Group
Analyst and consulting firm focused on content technologies
As analysts, we cover the market for technologies, standards, and practices that enterprises deploy to create, manage, publish, enrich, and consume content. Practice areas in enterprise search,
collaboration, globalization, WCM, publishing, and document management
As consultants, we work with enterprise users, vendors, and investors Technology acquisition support, technology
briefings, content strategy development
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©2007 The Gilbane Group
Gilbane Group Publications and Events
Gilbane Boston 2007, Nov 28 – 29 Recent webinars listed on our events blog
http://gilbane.com/eventsblog/ Case studies:
XML and GMS at Autodesk XML and single-source content at O’Reilly Safari U Technical content strategies at Siemens Medical
and GE Healthcare White papers:
Quality management and multi-lingual content XML, DITA
www.gilbane.com Copyright 2006
©2007 The Gilbane Group
CM Professionals
CM ProsJoin. Share. Succeed.
CM Pros is an international community of practice advancing the field of content management. Its members reflect the cross-disciplinary nature of the field, and share a passion for managing content effectively. CM Pros helps members to succeed by enhancing their knowledge and expertise, sharing practices, and connecting corporate and individual practitioners to further develop the industry as a strategic business imperative.
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©2007 The Gilbane Group
Panel Agenda
Acquisition: Solutions, Not Tools
Examples: Technology Acquisition scenarios
Discussion: Five Points of Impact
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1: Acquisition: solutions, not tools
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©2007 The Gilbane Group
Redefining Business Value
Businesses need to reinvent themselves to deal with new economies Global Vastly increasing amounts of knowledge Differentiation is brand and core competencies,
not current products Business processes must be reinvented, too
Not more, but different Processes associated with technical
information are at the forefront of change
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©2007 The Gilbane Group
It’s not about tools
Content management is a business practice It’s not technology
The practices requires a solution Comprising people, process, and technology
Technology enables the processes associated with the practice of managing content
The value of human resources cannot be underestimated But often is
A focus on tools compromises the ability to align technical content processes with the organization’s strategic business and marketing objectives
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©2007 The Gilbane Group
Setting the Course for Your Enterprise
“If a manager explains, ‘we have to cast this Portal investment as a Web 2.0 project to get it funded,’ I will deliver the bad news that their tactic is shortsighted and bodes
poorly for the long-term success of the system. So what should you do? Approachleadership as directly as possible, with a very, very clear businessrationale. This is real ‘enterprise architecture,’ sans diagrams. If you cannot make a
case for how your IT project supports the business strategically, then you
should reconsider your bearings. Some people say the direct approach is naive. So be it. The best way to get essential senior support for a successful technology project is
to give enterprise leadership a chance...to lead.”
-- Tony Byrne, CMS Watch
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2: Technology Acquisition Scenarios
WCM at a professional services firmXML at a reference publisher
Globalization management system at a technology company
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WCM for a Professional Services Firm
Gather Requirements and Prioritize
Establish a Vendor Ranking System
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Example Ranking Formula
2/3 of the Score Core capabilities Administration Publishing Multi-touchpoint Repository
1/3 of the Score WCM platform WCM strategy
Elements are assigned values based on priority
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©2007 The Gilbane Group
WCM for a Professional Services Firm
Gather Requirements and Prioritize
Establish a Vendor Ranking System
Issue a Request for Proposal
Score the Vendor Responses
Arrange Demos with Short-Listed Vendors
2-3 Day PoC
Negotiate Acquisition
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©2007 The Gilbane Group
XML for a Reference Publisher
Review existing requirements document
Issue a Request for Information
Develop supplemental materials
Issue RFP to vendors indicating serious interest
PoC with 1-2 vendors
Negotiate Acquisition
3/10/2007 1
©2007 The Gilbane Group
GMS for a Technology Company
Thanks!
• Phase 0: Research & Framework Web research: 10 tools Problem statement, check of dependencies Define our own framework, stakeholders
• Phase 1: Evaluation/Questionnaire CDAs [confidential disclosure agreements] Sun Statement of Work Sent questionnaire to 6 promising providers Questionnaire evaluation/scoring
Courtesy Sun Microsystems, Inc.Presented at Idiom WorldSummit 2007
3/10/2007 1
©2007 The Gilbane Group
Evaluating the Short List: Sun
Thanks!
Phase 2: Data Collection/Analysis Sun RFP/ Business Requirement Document sent
to 4 providers Global Supplier Services forms Demo: Scored based on use cases RFP, BRD written Responses evaluation Customer interviews evaluation
Courtesy Sun Microsystems, Inc.Presented at Idiom WorldSummit 2007
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3: Five Points of Impact
How you can deliver value as amember of the acquisition team
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Making the business case
Cost savings + revenues = executive picture
Satisfy customersComply with regulations
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Distilling the key requirements
Focus and avoid distraction
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Choosing Acquisition Tools
Help or hinder the process?
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Winnowing to the short list
Avoiding temptation to include favorites
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Scoping the PoC
Creating a win-win for you and the vendor
To pay or not to pay?
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Investigating Software-as-Service Offers
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Alternative Technology Delivery Models
Software-as-a-Service (SaaS) uptake across the entire spectrum of technology solutions
It’s now affordable to execute A viable way to learn about and apply
new technologies Changing enterprise dynamics
Empowering business users with budget and administration
Incremental upgrades push customers to innovate
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©2007 The Gilbane Group
Evidence: By the Numbers
30% of all new software
$10.7 billion US
Will be delivered as a service by 2010.-- Gartner
Worldwide spending on SaaS in 2009.-- IDC
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4. Closing Comments
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