1. The Content Revolution:
Managing the Move to a CCMS
Leigh White
DITA Specialist
Congility June 2014
“I just think
we're living in a
time of
massive,
amazing
change, like
the Industrial
Revolution on
acid.”
—Kelly Lynch

2. The Industrial Revolution

3. The Content Revolution
• A perfect blend of variation and standardization
• Produce lots of versions/variations of your content
• But produce them in the same way with the same
content and using the same processes every time
• The best of both worlds
• BUT…you can’t have both variation and
standardization with traditional publishing
processes

4. Human vs. machine
• Humans need the machine
• But humans fear the machine
• Humans will automatically feel the loss of
 Ownership
 Creativity
 Control over the process
• How to make them
see the gains as
well?

5. So really, this is just another cleverly-disguised
presentation about

6. What are the obstacles?
• Black hole syndrome...writers can't "see" their stuff
• Other writers making changes without their knowledge
• Seemingly endless unaccounted-for cases when in fact
their old process is the one-off that needs to be made
compliant
• Over-expectation...well, it's a machine, it should automate
everything!
• Frustration at not being able to "just do it“ the way they
could on a file system
• Giving up processes and tools that they developed or
championed
What are the solutions?

7. Begin at the beginning
• Outline the problems you need to solve and the
improvements you want to implement
• Know your budget
• Know your timeline
• Know your technical requirements (OS, server
platform, database, security, etc.)

8. Have a champion
• Someone at the highest levels who believes in
what you’re doing and will support and defend your
effort

9. Select the CCMS democratically
• Or at least neutrally
 A third party to help you evaluate is helpful
 Outline your requirements first
 Evaluate all vendors using the same criteria
 Evaluate both the software AND the people
• Neutral/democratic process guards against “I told
you so” later on

10. Have a plan
• Before you present the CCMS to the team, cover
all your bases
 Anticipate every question and opposition
 Be able to communicate exactly what will happen, when,
and who will be responsible:
 Installation/maintenance (IT support)
 Training
 Governance
 Collaboration among authors (ownership)
 Legacy content conversion
 Pilot project

11. Be honest
• The learning curve will be steep
• There will be extra work in the short term
• Be honest about what will change
 Not just a move from one tool to another
 Completely different approach to writing
 No more Lone Rangers…writers must collaborate and
follow same processes

12. Don’t get sidetracked by naysayers
• Address their general concerns
• Don’t get led down the garden path
• Stress that all processes and procedures are up
for reevaluation
 Everything is on the table.
 They must be prepared to offer solid justification for their
wants.
 “We’ve always done it that way” is not solid justification.

13. Enthusiasm is not necessarily
contagious
• Even though you explain the problems and how a
CCMS will solve those problems, many people will
still be unconvinced
 Don’t let the resistance take you by surprise
 Don’t get exasperated
 Lots of uncertainty and doubt associated with change
 Can I learn to do this?
 Increased efficiency = staff reduction?

14. Talk to individuals
• Completely open discussion
• Get to the root of resistance
 It might not be about the current situation at all
 Previous negative experience
 Ongoing life events
• Set individual expectations and measurements
 How will their work and responsibilities change?
 How they will be measured?
• Frame discussions in each person’s individual
context

15. Create ownership
• Identify key people and let them help you
 Every team has natural leaders outside management …
people other writers naturally look up to. Involve them at
the earliest practical stage and get them to help you
plan.
 Have them lead teams as mentors or representatives so
that decisions (where practical) are made collaboratively
from within the ranks instead of coming down from “on
high.”

16. Summary
• Understand the problem
• Have a champion
• Select the CCMS based on your requirements
• Have a plan
• Be honest about the work involved
• Don’t get sidetracked
• Have discussions with individuals
• Create ownership

17. Reality check
• Understand that a CCMS is not your strategy...it is
a tool to help you implement your strategy

18. Questions? Comments? Cabbages?
leigh.white@ixiasoft.com