DOCSLIB.ORG

The Multi-Website Challenge in Enterprise Content Management

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Multi-Website Challenge in Enterprise Content Management White Paper The Multi-Website Challenge in Enterprise Content Management Balancing Central Control and Distributed Content Creation David Guenette and Bill Trippe March 2007 © 2007 Gilbane Group, Inc. All rights reserved. Executive Summary Web content management is a staple technology for thousands of enterprises—and for good reason. Every enterprise needs a basic web presence, and organizations of even modest size and complexity have multiple websites. These multiple sites likely span a range of purposes and needs, including supplier and distributor extranets, customer support websites, and corporate and departmental intranets. Every enterprise's needs will vary, of course, but the larger the organization, the greater the likelihood that the organization will have multiple internal and external websites. The abundance of websites results from sound business needs. Consider the need to work closely with suppliers, and how that requirement can be met by a content-rich and functional extranet. Human Resources is another likely arena, where the organization might want to provide benefit information through an interactive website. The examples abound, and the recent explosion of blogs and wikis has amplified the need. A key element in multiple website management is understanding who does what when it comes to website design, content creation, and the day-to-day efforts to keep the site or sites going. Can these users be productive and efficient? The matter of scale is another central question. Are there only one or two sites? Or is the enterprise in the position of having dozens or even hundreds of sites, and serving content to intranets, extranets, and portals, with new websites regularly demanded by the needs of the business? Multiple websites present challenges in many different typical workflows and processes. These include identifying and empowering the IT personnel who need to take the lead in web architecture to the line of business manager who must decide on the content and organization of the site and keep it up to date. Perhaps most significant are the needs of the content contributors. At the end of the day, they need easy-to-use tools that allow them to create content within the policies of the overall enterprise and the specific line of business. Given the strong demand for multiple websites and the potential costs and inefficiencies of building these out separately, there is a natural need for the right technology. At minimum, organizations need web content management technology that uses IT resources efficiently and supports centralized strategy and governance; at the same time, the technology must give site managers and contributors the means to create and manage the content quickly and easily. We see in Oracle’s multisite management solution the kind of technology that can address these challenging and critical business needs. 1 The Multi-Website Challenge in Enterprise Content Management Enterprise Content Management and Multi-site Management How does an enterprise best manage content, especially when there may be dozens or hundreds of different websites the enterprise needs? Obviously, there is no easy answer. For one thing, there are significant limits to the utility of the vocabulary that is brought to bear to describe how enterprises can better use information. For example, “Enterprise Content Management” (ECM) is a name for many different things. “Enterprise” refers to good-sized businesses, but there are huge differences between an operation made up of a number of departments and those that consist of divisions, conglomerations, or national or international subsidiaries. Within the context of ECM, “content” refers generally to the information such businesses generate and use. The specific is what is important. In practice content can range from product marketing material on a single customer- facing website, to a bewildering array of internal data and records, technical documentation, employee human resource information, and partner and supplier input that power the business processes of particular divisions or product lines. “Management,” if anything, is even more amorphous than “enterprise” or “content,” since different companies (and their various parts) have different content and differing requirements of the content, and hence, what to do with content components. The what, how, why and who of “managing” ranges widely from one part of an enterprise to another, never mind between different enterprises. Mix in questions about content output—internet, intranet, extranet, blog, wiki, or portal; localization, personalization, security, and compliance—and no one can really blame today’s content manager for the confusion he or she feels. Nonetheless, there are basic principles and best practices that can be described with a level of abstraction that can help content managers. In today’s enterprises, it is no longer a question whether automating content furthers productivity and improves operations, nor is there any doubt that the Internet is the foundation for this work. These days any and every business bigger than http://gilbane.com 2 The Multi-Website Challenge in Enterprise Content Management a mom ‘n pop shop knows that enterprise content management (ECM) is a necessity. And in almost every enterprise today, the content being created and delivered via the web goes through multiple sites within and outside the enterprise. By rough count—and not including “home-grown” applications—there are now over 200 content management platforms available1. Which one does an enterprise need? It is much better to start by asking: Who does what when it comes to the work of website design, content creation, and the day-to-day efforts to keep the site or sites going? The matter of scale is another central question. Are there only one or two sites, or is the enterprise in the position of having dozens or even hundreds of sites, and serving content to intranets, extranets, and portals, with new websites regularly demanded by the needs of the business, or new portals in which the enterprise is required to participate? The Multi-Site Management Challenge Even though companies spend many billions of dollars a year2 on buying and implementing web content management technology, challenges in managing business content remain all too real. For some enterprises that have embraced web content, the problem may still be one of too many contributors flooding a company’s multiple websites with incorrect, redundant, hidden, and inconsistently structured information. Even more enterprises face the “Webmaster bottleneck,” the slow deployment of the variety of Web-based content needed to serve the many audiences and needs of the business. While instituted to bring control to content structure and usefulness, this IT- heavy tactic creates its own problems of delays and higher IT costs. Furthermore, the “Webmaster bottleneck” can result in even more serious drawbacks for an enterprise. The original content creators— 1 Like market sizing, determining what is to be included in the list of content management software depends on who makes the selection using what definition. “More than 1000 products purport to manage Web content,” notes CMS Watch (January 3, 2007). 2 According to Gartner, Magic Quadrant for Enterprise Content Management, 2006 (October 2006): “Enterprise content management (ECM) was a $2.3 billion software market in 2005 (based on total software revenue) and has a forecast compound annual growth rate of 12.8% through 2010.” Such figures vary, of course, depending on who does the counting and the methodologies behind the market sizing, but all reports agree on the basic point that content management is a huge undertaking across significant market segments. http://gilbane.com 3 The Multi-Website Challenge in Enterprise Content Management Main Site Public Relations HR Partner Relations Executive Blog Foreign Subsidiary Figure 1. Enterprises have many websites these days for various external and internal audiences, and this only compounds the “Webmaster Bottleneck” problem. What is required is balancing the need for central control over corporate standards of design, security, and compliance with the need to control content by the line of business managers CORPORATE IT and their contributors. the “line of business” (LOB) people who carry out the essential day-to-day work of the business—lose flexibility, timeliness, and control of the very content for which they are responsible in presenting to customers, partners, and each other via the Internet, intranets, extranets, portals, and other devices. But minimizing the role of the Webmaster and related staff such as developers and graphic designers is not the same as doing away with the Webmaster and his or her crew. Smart multiple-site content management requires an ECM platform that addresses the needs and appropriate contributions of each IT and LOB member. http://gilbane.com 4 The Multi-Website Challenge in Enterprise Content Management Business Needs Define the Need for Multiple Websites The abundance of websites that companies are managing today result from sound and direct business needs. A main driver of multiple websites is that they are used to communicate to specific audiences. For any enterprise involved with complex markets and products, there are many types of audiences and many types of communication. Today’s enterprises use websites to deliver customer-oriented material such as fact sheets, sales brochures, newsletters, and catalogs, reducing or eliminating expensive
Load more

Recommended publications
  • ADS Chapter 557 Website Management and Public Information
    ADS Chapter 557 Website Management and Public Information Full Revision Date: 03/10/2021 Responsible Office: LPA/WM File Name: 557_031021 03/10/2021 Full Revision Functional Series 500 – Management Services ADS 557 – Website Management and Public Information POC for ADS 557: Gregory Your, (202) 712-0301, [email protected] *This chapter has been revised in its entirety. Table of Contents 557.1 OVERVIEW ............................................................................................... 3 557.2 PRIMARY RESPONSIBILITIES ................................................................ 3 557.3 POLICY DIRECTIVES AND REQUIRED PROCEDURES ........................ 5 557.3.1 Public Information ................................................................................... 5 557.3.2 USAID.gov External Website .................................................................. 5 557.3.3 Externally-Facing Microsites on Subdomains of USAID.gov ............... 6 557.3.3.1 USAID Websites and .gov Domains .......................................................... 8 557.3.4 Standalone Project Websites .................................................................. 8 557.3.4.1 Project Websites Financed Under Acquisition Instruments ........................ 9 557.3.4.2 Websites Financed Under Assistance Instruments .................................... 9 557.3.4.3 USAID Websites and .gov Domains Exceptions ...................................... 10 557.4 MANDATORY REFERENCES ................................................................ 10
    [Show full text]
  • Content Governance
    GUIDE FOR CONTENT GOVERNANCE Improve your content quality, your operational efficiency and protect the value of your brand 3 Content Introduction 5 Crucial challenges and opportunities 9 The purpose of content governance 15 The scale of content governance 17 Developing a content governance framework 19 Step 1 Choose your governance model 21 Step 2 Assess your current situation 23 Step 3 Define the work processes and roles 27 Step 4 Determine the policies and standards 37 Step 5 Set the Key Performance Indicators 41 Step 6 Automate 45 Content governance checklist 47 INTRODUCTION 5 Discover why content governance is essential to your organisation Content is important. As a company or organisation, you create and publish content to add character to your brand, to train your employees, to attract applicants or investors and to inform journalists or the general public. You use content in different ways, involving many people inside and outside the organisation. It is becoming increasingly clear that content is no longer a question of top-down publishing, but involves conversation and commitment. Today, marketers and communication managers even use content channels to build a community. They have apps, websites, Facebook, blogs, e-books, webinars, serious games, mash-ups, podcasts, virtual learning, content curation, crowdsourcing, online video and a wide range of traditional print channels. In order to maintain a certain level of control in the ever more complex world of content, publishing, conversation, channels and technology, you need content governance. Content governance has become an indispensable tool to protect and strengthen the value of your brand and improve the operational efficiency and quality of your content.
    [Show full text]
  • Report of Research Into How a Regulator Could Monitor and Enforce a Proposed UK Human Rights Due Diligence Law
    Report of research into how a regulator could monitor and enforce a proposed UK Human Rights Due Diligence law Dr Rachel Chambers, University of Connecticut Sophie Kemp, Partner, Kingsley Napley LLP Katherine Tyler, Senior Associate (Barrister), Kingsley Napley LLP 21 August 2020 Contents Executive Summary I Introduction The proposed law Scope of instruction Methodology II Analysis of ambit of proposed law and key definitions Summary of proposed law Key definitions Human rights Environmental impacts Adverse human rights or environmental impacts Serious human rights or environmental impacts III Current obstacles to access to remedy Civil liability: Obstacles Remedy in civil lawsuits Discussion Criminal prosecution: Obstacles Remedy in criminal prosecutions Directors Disqualification and Deferred Prosecution Agreements Alternative routes to criminal liability IV Criminal liability – Important Considerations Key considerations V Key Features of a BHR Regulator Introduction and section methodology Institutional framework Funding Guidance and capacity building Internal quality assurance Enforcement – introduction Complaint and concern handling Inspection and monitoring Investigatory powers Market investigations Adjudication and penalties Adjudication in the context of civil sanctions Penalties Follow on damages claims Referral to criminal prosecution Mediation Appeal against civil sanctions National co-operation Supranational cooperation Future development of the BHR regulator Prioritisation of resources Statutory Review Process VI Conclusion
    [Show full text]
  • State-Of-The-Practice and Lessons Learned on Implementing Open Data and Open Source Policies
    State-of-the-Practice and Lessons Learned on Implementing Open Data and Open Source Policies www.its.dot.gov/index.htm Final Report — May 2012 FHWA-JPO-12-030 Produced by the John A. Volpe National Transportation Systems Center U.S. Department of Transportation Research and Innovative Technology Administration ITS Joint Program Office Notice This document is disseminated under the sponsorship of the Department of Transportation in the interest of information exchange. The United States Government assumes no liability for its contents or use thereof. The U.S. Government is not endorsing any manufacturers, products, or services cited herein and any trade name that may appear in the work has been included only because it is essential to the contents of the work. | 2 Acknowledgements The Volpe Center team would like to acknowledge the leadership of Walter During, P.E., of the Office of Transportation Management (HOTM) within the Office of Operations, Federal Highway Administration, U.S. Department of Transportation, in providing the guidance necessary to conduct the review and analysis of lessons learned that form the basis for this document. | 3 Technical Report Documentation Page 1. Report No. 2. Government Accession No. 3. Recipient’s Catalog No. FHWA-JPO-12-030 4. Title and Subtitle 5. Report Date State-of-the-Practice and Lessons Learned on Implementing Open May 2012 Data and Open Source Policies 6. Performing Organization Code 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) 8. Performing Organization Report No. Aviva Brecher, Matt Cuddy, Josh Hassol, and Suzanne Sloan 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10.
    [Show full text]
  • Terms of Reference for Webmaster/Short-Term Consultant
    Terms of Reference for Webmaster/Short-term Consultant General Description Webmaster, is responsible for the designing and maintenance of the World Bank Tokyo Office (ECRJP) Japanese website, from day-to-day site management to enhancing outreach toward wider audience for increased awareness. Additionally, s/he provides coordination and quality monitoring on web related issues for ECRJP. The webmaster is also expected to work on the dissemination of the World Bank Group’s message through ECRJP’s various multimedia tools including Facebook and Twitter. Management and Reporting Line S/he carries out the job with full understanding of the World Bank Group’s mission, and in a proactive manner after the initial guidance provided by Communications Officer (TTL) and will report to Special Representative, Japan (Manager). To carry out these jobs, S/he ensures the sensitivities of the website governance and complies with legal requirements to protect private information. Scope of Work Repurposes and formats content received in a variety of formats from content experts to align with ECRJP’s communication strategy and publishes the materials on-line. Ensures that site content and design attracts maximum audience while complies with World Bank web policies and regulations at the same time. Follows evolving industry best practices in web and internet technology, content management, and usability; proposes improvements to ECRJP web sites accordingly. Pro-actively ensures integrity, accessibility, and optimum performance of web sites, through mechanisms such as regular web site audits. Develops and enforces metadata, such as descriptions and keywords to aid in site indexing and improved searchability. Functions in a help-desk system by interpreting and addressing user requests and troubleshooting users' technical web-related problems.
    [Show full text]
  • Trifling and Gambling with Virtual Money
    TRIFLING AND GAMBLING WITH VIRTUAL MONEY John T. Holden* Abstract Gambling, in particular sports gambling, is one of the most pervasive illicit activities in the United States. In contrast to Europe and parts of Asia that have vast legal networks of both online and brick and mortar betting parlors, the United States has largely confined sports betting to the state of Nevada, while tolerating so-called daily fantasy sports in a number of addi- tional states. Slightly less pervasive, though equally or perhaps more often associated with illegal activity, are virtual currencies. Indeed, the growth of the illegal gambling market is being partially fueled by virtual currencies. While bitcoin garners most of the media attention, often associated with volatile valu- ations or criminal activity, a variety of smaller scale virtual currencies have also emerged. The challenge for judges and an essential prerogative for lawmakers is to make sense of how to treat virtual currencies under antiquated statutes and interpretations of what constitutes money. Some of the high-profile cases involving bitcoin—such asUnited States v. Ulbricht, and theft from the Mt. GOX exchange leading to its collapse—have raised questions as to whether bitcoin is money, or even property, the loss of which is compensable. Smaller, narrowly used, in-game virtual currencies have also emerged. Their unique distinction from bitcoin and first generation virtual currencies is that they have value within games, but purportedly have no value external to the game per terms of service agreements offered by game makers. No fewer than seven decisions have been issued addressing these in-game cur- rencies, finding that despite the existence of secondary markets allowing users to transfer accounts for fiat currencies, the terms of service agreements control in determining the in-game currencies to be valueless.
    [Show full text]
  • UND Governance Policies and Staffing
    May 26, 2017 University of North Dakota Web Governance Policies Introduction The University of North Dakota (UND) has engaged mStoner as its partner in a comprehensive web redesign and rollout initiative. The scope of the project includes a website governance strategy, which is a plan to establish a structure of staff, technology, policies and procedures to manage the UND website. This document proposes governance policies for UND and a charter for the web team. It satisfies a portion of the governance strategy deliverable (project deliverable #8). Subsequent documents will provide recommended training and support structures, staffing, and a communications and rollout plan. 2 Background and Context UND recognizes that shortcomings in its current web presence and associated tools and services have contributed to previous failed attempts at establishing university-wide web policies and governance. This document should be reviewed within the context of the web overhaul initiative, which will dramatically improve the quality of UND’s website, provide a suite of on-brand yet flexible designs, and introduce new content editing templates that are robust and easy-to-use. These outcomes will lay a sound foundation, but governance (specifically clear roles and responsibilities and well-established policies) will ensure that UND enjoys a healthy and vibrant web presence for years to come. 3 1. UND Web Team 2. Academic and Administrative Units Table of 3. Policies and Procedures Contents 4. Timing 4 UND Web Team 5 Who is the UND Web Team? UND has a team dedicated to managing its web presence and core web technologies, including the OU Campus content management system.
    [Show full text]
  • General Assembly Distr.: General 21 February 2007
    United Nations A/AC.198/2007/3 General Assembly Distr.: General 21 February 2007 Original: English Committee on Information Twenty-ninth session 30 April-11 May 2007 The United Nations website: progress towards parity among official languages, accessibility and content management Report of the Secretary-General Summary The present report outlines the progress being made towards parity among the official languages, accessibility and content management, as well as the development, maintenance and enrichment of the United Nations website. It is the eighth report submitted to the Committee on Information on the United Nations website. 07-24650 (E) 060307 *0724650* A/AC.198/2007/3 I. Introduction 1. The official United Nations website (www.un.org) went online in June 1995 on the occasion of the fiftieth anniversary of the Organization. Since then, one of the major issues of concern of the Committee on Information and the General Assembly has been parity among the six official languages on the website. The Secretary- General has addressed this issue in seven previous reports: A/AC.198/1999/6, A/AC.198/1999/9 and Corr.1 and 2, A/AC.198/2000/7-A/AC.172/2000/4, A/AC.198/2001/8, A/AC.198/2002/6, A/AC.198/2005/6 and A/AC.198/2006/3. In a report to the General Assembly at its fifty-seventh session (A/57/355), the Secretary-General laid down the resource requirements for establishing the six language units on a firm footing to meet the challenges of moving towards parity of the official languages on the United Nations website.
    [Show full text]
  • Impact of License Selection on Open Source Software Quality Benjamin J
    Purdue University Purdue e-Pubs Open Access Theses Theses and Dissertations Fall 2014 Impact of license selection on open source software quality Benjamin J. Cotton Purdue University Follow this and additional works at: https://docs.lib.purdue.edu/open_access_theses Part of the Computer Engineering Commons, and the Computer Sciences Commons Recommended Citation Cotton, Benjamin J., "Impact of license selection on open source software quality" (2014). Open Access Theses. 314. https://docs.lib.purdue.edu/open_access_theses/314 This document has been made available through Purdue e-Pubs, a service of the Purdue University Libraries. Please contact [email protected] for additional information. PURDUE UNIVERSITY GRADUATE SCHOOL Thesis/Dissertation Acceptance Benjamin James Cotton ! ! Impact of license selection on open source software quality Master of Science Kevin Dittman Jeffrey Brewer Jeffrey Whitten To the best of my knowledge and as understood by the student in the Thesis/Dissertation Agreement, Publication Delay, and Certification/Disclaimer (Graduate School Form 32), this thesis/dissertation adheres to the provisions of Purdue University’s “Policy on Integrity in Research” and the use of copyrighted material. Kevin Dittman Jeffrey Whitten 11/24/2014 IMPACT OF LICENSE SELECTION ON OPEN SOURCE SOFTWARE QUALITY AThesis Submitted to the Faculty of Purdue University by Benjamin J. Cotton In Partial Fulfillment of the Requirements for the Degree of Master of Science December 2014 Purdue University West Lafayette, Indiana ii Dedicated to my wife, Angela, and my daughters, Eleanor and Bridget, whose unconditional love and support made this possible. iii ACKNOWLEDGMENTS No thesis is ever completed without support, advice, and encouragement. I would like to thank the following people for their contributions to my e↵orts.
    [Show full text]
  • Development and Assessment of a Website Governance Modeling Tool
    Development and Assessment of a Website Governance Modeling Tool INFM 737 Solving Problems in Information Management Spring 2012 Robert Jacoby Image from: http://www.globalwebsitecreations.com Executive Summary Web managers and their stakeholders have a need—but currently no method—to conceptualize and evaluate their organization’s website governance. My capstone work focused on development and assessment of a Website Governance Modeling Tool, designed to help map, explain, analyze, and manage website governance work and strategies. Results of the user testing of three tool prototypes were encouraging. Users found the tool helpful, easy to use, and informative. All preferred the Personalized version, which included guidance on modifying the tool for organizational needs and prompts for further actions in Web work areas. May 4, 2012 Table of Contents Problem Description ....................................................................................................................... 3 Background Information ................................................................................................................. 3 Review of Literature ....................................................................................................................... 4 Analysis of Problem ........................................................................................................................ 7 Discussion of Alternative Solutions.............................................................................................. 11
    [Show full text]
  • Tips on Redesigning Your Website
    Tips on Redesigning Your Website • Jessica Iverson, Wisconsin Dept. of Revenue [no presentation] • Cathy Cleek, California Franchise Tax Board • Amy Pitter, Commissioner, Massachusetts Dept. of Revenue • Joel Davison, Virginia Dept. of Taxation 06.19.12 Tips on Redesigning Your Website Cathy Cleek CIO, Franchise Tax Board Website Redesign Tips Common approach to redesigning of your website: 2 Website Redesign Tips 3 Website Redesign Tips Another alternative for redesigning your website: 4 Website Redesign Tips Don’t! 5 Website Redesign Tips Redesigns are wasteful, expensive, and ineffective. If you haven’t defined the problem, how is a redesign going to fix it? 6 Website Redesign Tips Don’t Redesign, Refine (user top tasks) • Identify and prioritize • Address regularly • Low hanging fruit 7 Website Redesign Tips Holistic Approach • Identify top tasks • Site Analytics • Customer Survey • Usability Testing • Key Performance Indicators 8 9 Website Redesign Tips Most of our visitors Website Visitors are individual 74.2% taxpayers. 15.6% 10.2% Individual Business Tax Professional 10 Website Redesign Tips Survey data and web Top Pages (Jan-May 2011) analytics reveal the 32.6% top tasks of our 29.3% users. 10.1% 0.9% 0.9% 0.9% Refund Forms MyFTB Payment Online File Contact Us 11 Website Redesign Tips Usability tests Usability Test (April 2011) identify needed Success Fail improvements. 100% 90% 60% 55% 45% 40% 10% 0 Refund Forms Payment File Online 12 Website Redesign Tips Most of our users How easy or difficult was it? find the website difficult to use. 56.8% 19.6% 12.6% 11.1% Difficult Somewhat Difficult Somewhat Easy Easy 13 Website Redesign Tips 14 15 16 17 18 Website Redesign Tips Moving Forward • Taxpayer Folder • Notices • Errors 19 Website Redesign Tips Website Roadmap A plan to manage the web as a business program.
    [Show full text]
  • E-GOVERNMENT PRIMER
    e-GOVERNMENT PRIMER October 2009 ACKNOWLEDGEMENTS This e-Government Primer was originally produced as an online e-Government Toolkit by Internews and was peer reviewed by Kerry McNamara and Randeep Sudan. It was later converted to document form by Ana Carrasco and Mather Pfeiffenberger. Jane Treadwell edited this initial version of the Primer extensively and added new material. Lila Hamdad provided further help in updating the links. Final editing and formatting of the Primer were carried out by Tim Kelly and Mather Pfeiffenberger. infoDev thanks them all for their contributions. GLOSSARY A Access to and the Delivery of Public Services E Efficiency in the design and delivery of government services, internal and external P Productivity of businesses, citizens, and employees T Transparency and Strengthening Democracy To cite this publication: infoDev/World Bank, 2009. e-Government Primer, Washington, DC; infoDev/World Bank Available at http://www.infodev.org/publications Table of Contents Chapter 1: Overview .............................................................................................................. 1 What is e-Government? ..................................................................................................................1 Introduction .......................................................................................................................................................... 1 Definitions of e-Government ...............................................................................................................................
    [Show full text]