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.comSteve HuffmanQuality 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 andprocesses can cause staff turnover.

• Legal/Regulatory: Impact on workdone 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 pfit 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?


Leadership & Management

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