Steve Huffman: You Want It, Now Sell it to Management

You Want It, Now Sell It
t M tto Management:
Building a Business Case to
Implement Structured Authoring
Using a Content ManagementUsing a Content Management
System (CMS)
LavaCon, Las Vegas 2016
www.vasont.com
Steve Huffman
Quality Assurance Manager, Vasont Systems
© 2016 TransPerfect Translations International, Inc. | www.vasont.com

Different Perspectives – YouDifferent Perspectives You
Business CMS is theBusiness
problem exists
CMS is the
solution
2© 2016 TransPerfect Translations International, Inc. | www.vasont.com

Different Perspectives –
MManagement
• Is there a business problem or need?
• What about traditional solution paths?
• Adjusting current
processes and procedures
• Adding/changing existing• Adding/changing existing
resources, skills,
functional areas
• Using/adapting existing
in‐house technology

Adopt Management’s
P iPerspective
A CMS:
• Is a potential organizational investment
C b d il ll b i l d• Cannot be approved unilaterally by any senior leader
• Change = Risk
• Requires resources• Requires resources
• Must fit into plans
(functional, strategic,
business)
• Must fit into cost centers/
budgets
budgets

Build a Comprehensive CMS
B i CBusiness Case
No matter the intended scope of the CMS, the business case
must be built from a complete business perspective
• IT system
• Quality system component
• Organization asset
• Technology assetTechnology asset
• Expense
– Direct
– Indirect– Indirect
• Intangible
– Assets
– Liabilities– Liabilities
– Personal/Professional

CMS: IT SystemCMS: IT System
• IT organization ownership and accountability
• Part of controlled infrastructure (hardware, software,
operating system, networks, etc.)
• Security
• IT standards – internal, external
• Software validation and IT
audit requirements
• Compatibility
• Maintenance and support

CMS: Quality System
CComponent
• Produces output for the organization.
– Product
– Non‐Product
– Regulated?
• Falls within/under quality management system (QMS) ‐
policies procedures etcpolicies, procedures, etc.
• Quality standards apply
– Organization
I d t– Industry
• Audit trail requirements
– Electronic records
– Business processes

CMS: Organization AssetCMS: Organization Asset
• The CMS is a proprietary part of the organization
• Intellectual property is created and managed in it
• Intersects with business processes and workflow
• A business production environmentp
• Organization is dependent on it

CMS: Technology AssetCMS: Technology Asset
• Information control, management, restriction
• User access permissions and controls
• Task/activity control & management
• Automation efficiency and consistency
• Data consistency (structured,
rules, single‐source)
El t i d t d• Electronic data records
• Potential low‐cost leverage ‐
other uses/other groupsother uses/other groups

CMS: Direct CostsCMS: Direct Costs
• Technology:
– CMS initial cost
– CMS annual costs (licenses, support/maintenance)( , pp / )
– Integrated or associated application annual costs
• Personnel:
Breadth and depth of the CMS requirements and intended useBreadth and depth of the CMS requirements and intended use
determine impact on resources across the organization. CMS roles
and skill sets (e.g., authors, SMEs, reviewers, approvers,
administration) have direct costs:
– Annual headcount
– Initial implementation‐related costs
• IT related costs
• Process changes and training

CMS: Indirect CostsCMS: Indirect Costs
A CMS increases many indirect annual shared costs ‐ forever
• Physical
– Servers
– Databases
– Networks
– Operating Systems
• Services
– Testing, compatibility, and validation
– Systems administration – CMS & supporting
• Organizational/Quality
– Quality system compliance
– Business process upkeep
– Training requirements

CMS: The IntangiblesCMS: The Intangibles
Awareness must be given to any potential intangible
assets or liabilities that management can associate with
a CMS.
• Identify – across mgmt and stakeholders
• Factor in appropriately – they can be extremely
important, or a total non‐issue
/They can be deal makers/breakers

CMS: Intangible AssetsCMS: Intangible Assets
Intangible assets are all good! Find them!
• XML data: Tool neutral, migration‐ready,
future‐proof
• Internal incentives or recognition (e.g.,
for process efficiency or quality related
projects)
• Market place motivation (e g best in• Market‐place motivation (e.g., best‐in‐
class)
• Attract/retain talent: does a CMS
advance capabilities, provide challenges, p , p g ,
bring/keep talent?
• Employee attrition: New technology
typically results in some personnel
l i Thi b d thileaving. This can be a good thing.

CMS: Intangible LiabilitiesCMS: Intangible Liabilities
Intangible liabilities need to be identified, factored in, and
presented to management.
Don’t be caught off‐guard having management raise theseDon t be caught off guard having management raise these
liabilities to you.
• Technology/vendor dependence: Where will the
technology and vendor be in 5 years?technology and vendor be in 5 years?
• Employee dissatisfaction and
attrition: New technology and
processes can cause staff turnover.
• Legal/Regulatory: Impact on work
done in or output from the system?
done in, or output from, the system?

CMS: Personal/Professional
I iblIntangibles
Personal agendas present a potential unspoken area of
concern in any major initiative like a CMS.
Your manager, and upper management, have:Your manager, and upper management, have:
• Comfort level with technology/risk
• Career goals
/ l h• Business/peer relationships
• Track records/legacy accomplishments
• History with/understanding ofHistory with/understanding of
your functional area
How does a CMS implementation p
fit into the above ‐ and help or hurt?

In SummaryIn Summary
Your job: To sell a CMS Solution is to:
• Understand what you are selling
• Understand who you are selling toUnderstand who you are selling to
• Adopt the values of those you are selling to.
Other Perspectives = Objectivity = Credibility
Management’s job: Achieve the above –
management and stakeholders will do the rest.
Wh (j tifi ti f t k h ld )• Why (justification from stakeholders)
• When (business climate and budgetary
timing)
• Where (organizational fit, cost center fit)

Questions & Discussion – or
L d G H F ?Leave and Go Have Fun?

Steve Huffman: You Want It, Now Sell it to Management

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Steve Huffman: You Want It, Now Sell it to Management