Web Operations Management

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5 Νοε 2013 (πριν από 4 χρόνια και 1 μήνα)

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Web Operations Management

What it means

and

How we get there

How did we get here?

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

1995

“Woo
-
Hoo
!
We’re on the
World Wide
Web!”

How did we get here?

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

1996

“Let’s publish

LOTS OF
CONTENT!”

How did we get here?

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

1997

“Let’s publish

EVEN MORE
CONTENT!”

How did we get here?

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

1998

This is getting a little
out of hand….

Let’s do a redesign!

How did we get here?

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

1999

“MORE
CONTENT!”

How did we get here?

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2000

Clutter & Chaos. 2
nd

attempt at a major
redesign

Dreamweaver adopted as
a web publishing platform

How did we get here?

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2001

Redesign
abandoned.

Webmaster fired.

How did we get here?

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2002

More content.

How did we get here?

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2003

Failed
redesing

attempt.

Associate VP said
the proposed design
“didn’t knock her
socks off”

More content.

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2004

How did we get here?

More content.

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2005

How did we get here?

More content.

How did we get here?

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2006

Successful
implementation of a
‘one
-
size
-
fits
-
all’ site
redesign

More content.

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

How did we get here?

2007

More content.

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

OIS purchases a
“Google Search
Appliance” to help
weed through all the
content.

2008

How did we get here?

(Yeah, that
oughta

take
care of it!)

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2009

How did we get here?

The “One
-
size
-
fits
-
all”
design, as it turns out,
does not truly fit all.

Work begins on yet
another redesign.

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2010

How did we get here?

New design launched
on a few sites.

MODX web Content
Management System
(CMS) adopted.

(After 16 years, we
begin attempting to
manage

the content)

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2011

How did we get here?

It turns out that
Content Management
Systems require an
actual strategy for
managing content.

Hmmm.

1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2012

How did we get here?

So… now what?

Where are we now?


Over 100,000 content pages


(that we know of)


Overwhelming


Unmanageable Situation


But the web is more important than ever


Spinning our wheels


Getting nowhere fast

What have we learned?


The “Junk Drawer” model of publishing isn’t
sustainable.


Site Redesigns are gratifying & pretty


(but they don’t fix the underlying problems.)


Content Management Systems are great


(but they don’t fix the underlying
probems
)


We need to fix our underlying problems

What have we learned?

Our underlying problems will only be fixed by
strategic management of resources:



Content Resources (web sites, web pages)


Human Resources (the web team)

So who’s in charge?


No formal management framework has been
in place for the UWSA web presence as a
whole.


The Web Team has worked on improvements
to the page design and publishing procedures


Every department has fended for themselves,
trying to obtain support from the Web Team
by any means necessary.

What are we trying to do?


Departments (HR, Finance, Academic Affairs, etc.)


Trying to serve unique constituencies by delivering content
specific to a given line of business.


Communications (CERT)


Trying to promote UW System


OIS


Trying to provide the technical infrastructure (hardware,
software & development expertise) to support the web efforts
of CERT & other UWSA departments


Web Team


Partner with CERT & other departments to create high
-
quality,
functional websites that meet the needs of UWSA departments
and add value

What are we trying to do?

How do we balance the strategic vision of the
organization with the business needs of
departments to communicate with their
constituents?


How do we create process efficiencies?


Discussion

What are our biggest needs for the web?


Individual departments


UWSA as a whole


Infrastructure needs

Meet the Central Web Team

James
Rotering

Lead Web Developer

Linda Ruiz

Web Developer

Karin
Wrzsesinski

Web Designer


OIS


Communications

& External
Relations

Academic

Affairs



No clear reporting structure


Priority conflicts


Lacking a clear sense of purpose


Central Web Team
-

Unfilled Roles


Strategy
and
planning


Project management


Information architecture and user interface
design


Graphic design for the
web


Web
technology


Site
production

The core skill sets needed in a web site
development team are:

Central Web Team

Roles & Responsibilities

http://webstyleguide.com/wsg3/1
-
process/2
-
development
-
team.html

Project Sponsor

P
rovides
the resources to
support the work of the site
development team.


Provides
the overall strategic
vision and purpose for the
site development
project.

Approves
the contract or
work
plan.

R
esponsible
for the budget
and project
schedule.

Web Team Roles & Responsibilities

http://webstyleguide.com/wsg3/1
-
process/2
-
development
-
team.html

Project Manager



Coordinates
and communicates the day
-
to
-
day
tactical implementation of the web site
project

Responsible
for keeping the
overall team activities
focused on the site strategic
objectives and agreed
deliverables


Create
and maintain the
project planning and
strategy documents and
other project documentation
that details the team’s
activities

Continually
monitors the scope of the project
activities to ensure that the team stays “on time
and on budget.”


M
anages
the overall communication among
creative, technical, and production elements of
the web site team

Acts as
the primary contact between the web
team and the
sponsor.

Web Team
-

Federated Model


Collaboration / Consultation


Oversight

Specialized “web skills”
concentrated in the
Central Web Team

Content ownership and
management in the
departments

Balance of departmental web goals
and institutional web goals

Discussion

What are our biggest needs in the area of Web
Execution and/or “The Web Team”


Roles


Staffing


Availability

Web Operations
Management

Web Operations Management

“…takes
Web management out of the arena of
daily management, mini
-
projects, and
silo’d

technology implementations and moves it into
the more mature operations arena.



“It is
here where an organization understands what
resources it is investing in its Web products and is allowed
to manage those products in a less reactionary and more
strategic manner through the application of traditional
business planning and budgeting processes
.”

http://welchmanpierpoint.com/article/web
-
operations
-
management
-
primer

A set of four complimentary Best
Practices


Web Governance


authoritative administrative
structure


formalized means for making
decisions about
the organizational
Web
presence


Web Strategy


the establishment of a set of Guiding Principles for the Web presence;


the
Formalization of Authority for the Web in the organization


Web Execution



the tactics required to produce and maintain a high
-
quality Web
presence


the ‘Web Team’


Web Measurement


Business metrics


Website analytics, etc.

Web Operations Management

Web Operations Management

Strategy

How well do our
Web properties
support and
promote our overall
strategic objectives?

Governance

What is the
appropriate
framework with
which to govern our
Web properties in
order to reduce
organizational waste
and liability?

Execution

How do we correctly
form and staff a
Web division
responsible for daily
Web product
management?

Measurement

What are the best
mechanisms to
measure the
effectiveness and
quality of our Web
products?


(How do we calculate
ROI?)

http://welchmanpierpoint.com/article/web
-
operations
-
management
-
primer

The development and execution of
a Web Operations Management
Strategy
is not a function to be
taken on by a by a first
-
line
manager or individual contributor
.

Developing a WOM strategy
requires a
high
-
level understanding
of the organization’s objectives as
well as the
managerial authority
or
influence to effect sweeping process
and
organizational change
across
the entire enterprise.


Therefore, such tasks
should be initiated at the highest level
of an organization required to effect real change
!

(How do we do it?)

Web Operations Management

Web Operations Management:

Strategy

“The
translation of high
-
level organizational
mission into actionable and measurable guiding
principles for the management of Web
properties
.”

Evidence of sound
Web Operations Management
Strategy includes
:


Guiding Principles


Metrics


Formalization of Authority

The overall
strategic plan for
the organization

Web
Guilding

Principles

Out of the organization’s
Strategic Plan, Executive Staff
creates the Web Guiding
Principles

Web Operations Management:

Strategy

Web
Guilding

Principles

Web
Guiding
Principles

Describe
how the organization will use the
Web to support core organizational values and
business objectives

High
-
level strategy; not execution details, not
technology
-
specific.

Provide direction, not solutions.

Web Operations Management:

Strategy

Web
Guilding

Principles


T
hose
who work on the site understand exactly what the senior leadership
expects to achieve with the Web presence.

Web Operations Management:

Strategy

Web
Guilding

Principles

What Web Guiding Principles mean
for the organization



When mid
-
level management translates these principles into a set of key
success indicators, the organization can be sure that all Web initiatives are
grounded in the reality of business objectives.

In
order to have power, it is an action that is best
performed from a very senior level of the
organization.


The
expression of the key success indicators
against which to measure Web performance.

Web Operations Management:

Strategy

Formalization of
Authority


The emplacement of high
-
level authority for Web
Governance and Web
Execution

The
decision regarding who is responsible for managing the presence is
a strategic, operational decision.

Web Operations Management:

Strategy

Formalization of
Authority

What
Formalization of Authority
means
for the organization


Clearly articulating who
will “govern” the Web through the creation of
Web policy and Web
standards allows
Web experts to spend less time in
internal power struggles and more time directing their efforts towards
improving Web quality.

Evidence
of sound Web Governance
includes:


How decisions are made and implemented
with respect to the content, data, and
applications associated with organization’s
Web properties.

Web Operations Management:

Governance





Governance Framework


Web Policy


Web Standards

should be emplaced by a

formalized
mandate from senior
management!!

“specifies
the
organizational
mechanisms through
which
policies
and
standards are set,
maintained, and
enforced”

Determines:



WHO provides
inputs


WHO makes
decisions

http://welchmanpierpoint.com/blog/web
-
governance
-
definition

Web Operations Management:

Governance

Web Governance Framework

Because the framework holds senior strategically
-
focused organizational
leaders, mid
-
level program and line of business managers, and Web subject
matter experts, it provides a structure to align the strategic and tactical needs
and concerns of the organizational Web presence. This ensures that the
management of the Web is properly orchestrated and conducted in accord
with both organizational needs and website
-
user needs.


Senior (strategically
-
focused)
organizational
leaders


Mid
-
level
program and line of business
managers


Web
subject matter experts

http://welchmanpierpoint.com/blog/web
-
governance
-
definition

Web Operations Management:

Governance

Web Governance Framework

Comprised of:


specific parameters, limits, and exceptions for the
development of Web
products


Web Standards are best set by a team of
Web experts
with
informed input from all organizational Web stakeholders.

Web Operations Management:

Governance

Standards


helps
raise consistency
and quality


reduces
the opportunity for conflicting editorial, structural, or
technical approaches to Web development.

A set of legal, compliance
-
related, editorial &
technical constraints
for Web
development

Web
Policy is best set at a fairly senior level of the
organization with the guidance of key senior Web subject
matter experts.

Web Operations Management:

Governance

Policy


Risk
-
Management


Regulatory Concerns


Best Practices


The day
-
to
-
day management of the Web product; in
particular, the organization of Web teams, the
distribution of Web functions and the allocation of
resources in support of Web initiatives
.

Web Operations Management:

Execution


The existence of a Web Division with:


Administrative Program Management


Product Management


Project Management


Support and Training


Editorial & Technical Infrastructure Teams


Managed Publishing

Evidence
of strong Web Execution includes
:


Web Program Management


the administrative and communications functions of
the Web
team


getting the money and headcount for
projects


evangelizing and communicating the value of the Web
internally



Tending to the Web budget;



Emplacing mechanisms to evaluate Web performance;


Managing the Web portfolio;


Supporting the Web stakeholder community; and


Optimizing business process management as it relates to
Web Execution


Web Operations Management:

Execution


tend to spawn from both the traditional
management arena and the Webmaster
arena


understand the value of the Web as a
transformative tool for
business


good managerial
diplomats


send a message of value and opportunity
upward


bring down guidance so that Web product
management is relevant.

Web Operations Management:

Execution

Web Program Manager


the orchestration of the full arena of Web development,
from editorial to
technical


where actual Web pages are designed, systems and
applications developed, and Web sites are spawned and
maintained


When managed as a product and not a series of
individual projects, the Web becomes a sustained
operational asset for the organization
.


Both the Web platform and the team that supports it are
available to the entire organization

Web Operations Management:

Execution

Web Product Management

Web Operations Management:

Execution

“Without
standards and key performance
indicators as a nucleus for orienting it, Web
Execution will be chaotic
.”

When Web Execution is functioning
properly,



the old broken Web team function becomes an
optimized and flexible Web production
machine



the organizational Web site contributes to the
bottom line and/or mission of the business in a
substantive and measurable
way


Web personnel morale also improves

Web Operations Management:

Execution

Where does the Web Team belong?

IT (OIS)


Technical platform


Software application

Marketing (CERT)


Primarily a
communications tool

The reality is that websites are both of these things and require a range of
technical and non
-
technical human resources to ensure that the site is well
-
managed and is an asset, not a risk, to the
organization.

Web teams deserve their own functional area, separate from, and equal to
marketing and IT.

Organizations should stop the battle between marketing and IT by forging new
territory, and establishing new roles, pulling the best and the brightest from
these two competing organizations and putting seasoned web professionals in
the lead.

http://www.econtentmag.com/Articles/Column/Guest
-
Column/Web
-
Teams
-
Should
-
Stand
-
Alone
-
52756.htm

Web Operations Management:

Execution

Ongoing evaluation of the quality,
value and strategic success of your
Web products.


Evidence
of sound Web
Measurement practices includes:





Web Usability Program


Strategic Business Metrics


Web Site Analytics

Web Operations Management:

Measurement

What do we need to do?


Stay Open For Business


Meet Everyone’s
Needs


Figure out our Strategic Business Goals


Establish and Manage Business Processes


Deliver a Quality
Product


Continue Making Improvements



What do we need to do

RIGHT NOW?

1.
Begin working immediately on a comprehensive
Web Operations Management strategy.

(
This
begins at the cabinet level!)


2.
Provide leadership & direction to the Web Team
through fully engaged project management, so
they can better serve the needs of departments
and the organization as a whole.

This is Not Going to be Easy

“Implementing

Web

governance

in

an

organization

is

difficult
.

Frequently,

senior

managers

have

no

understanding

of

what

it

really

takes

to

make

a

Website

and

Web

subject

matter

experts

are

frequently

immature

managers

who

are

stuck

viewing

the

Web

site

as

a

series

of

technology

implementation

projects
.

So,

it

takes

a

bit

of

a

leap

of

faith,

some

education

and

a

deep

level

of

communication

from

the

top

to

the

bottom

of

an

organization

to

get

Web

Governance

working

smoothly
.

Not

an

easy

task
.


-
Lisa
Welchman


http://www.welchmanpierpoint.com/sites/files/The_Importance_of_Web_Governance.pdf