1 / 60

Web Operations Management

Web Operations Management. What it means and How we get there. How did we get here?. 1995. 1996. 1995. 1997. 1998. 1999. 2000. 2001. 2002. “Woo- Hoo ! We’re on the World Wide Web!”. 2003. 2004. 2005. 2006. 2007. 2008. 2009. 2010. 2011. 2012. How did we get here?. 1995.

zavad
Download Presentation

Web Operations Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Web Operations Management What it means and How we get there

  2. How did we get here? 1995 1996 1995 1997 1998 1999 2000 2001 2002 “Woo-Hoo! We’re on the World Wide Web!” 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

  3. How did we get here? 1995 1996 1996 1997 1998 1999 2000 2001 2002 “Let’s publish LOTS OF CONTENT!” 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

  4. How did we get here? 1995 1996 1997 1997 1998 1999 2000 2001 2002 “Let’s publish EVEN MORE CONTENT!” 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

  5. How did we get here? 1995 1996 1998 1997 1998 1999 2000 2001 This is getting a little out of hand…. 2002 2003 2004 2005 2006 2007 Let’s do a redesign! 2008 2009 2010 2011 2012

  6. How did we get here? 1995 1996 1999 1997 1998 1999 2000 2001 2002 “MORE CONTENT!” 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

  7. How did we get here? 1995 1996 2000 1997 1998 1999 2000 Clutter & Chaos. 2nd attempt at a major redesign 2001 2002 2003 2004 2005 2006 Dreamweaver adopted as a web publishing platform 2007 2008 2009 2010 2011 2012

  8. How did we get here? 1995 1996 2001 1997 1998 1999 2000 Redesign abandoned. 2001 2002 2003 2004 Webmaster fired. 2005 2006 2007 2008 2009 2010 2011 2012

  9. How did we get here? 1995 1996 2002 1997 1998 1999 2000 More content. 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

  10. How did we get here? 1995 1996 2003 1997 1998 1999 2000 Failed redesing attempt. 2001 2002 2003 2004 Associate VP said the proposed design “didn’t knock her socks off” 2005 2006 2007 2008 2009 2010 More content. 2011 2012

  11. How did we get here? 1995 1996 2004 1997 1998 1999 2000 More content. 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

  12. How did we get here? 1995 1996 2005 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 More content. 2007 2008 2009 2010 2011 2012

  13. How did we get here? 1995 1996 2006 1997 1998 1999 2000 2001 Successful implementation of a ‘one-size-fits-all’ site redesign 2002 2003 2004 2005 2006 2007 More content. 2008 2009 2010 2011 2012

  14. How did we get here? 1995 1996 2007 1997 1998 1999 2000 2001 2002 More content. 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

  15. How did we get here? 1995 1996 2008 1997 1998 1999 2000 2001 OIS purchases a “Google Search Appliance” to help weed through all the content. 2002 2003 2004 2005 2006 2007 2008 (Yeah, that oughta take care of it!) 2009 2010 2011 2012

  16. How did we get here? 1995 1996 2009 1997 1998 1999 2000 2001 The “One-size-fits-all” design, as it turns out, does not truly fit all. 2002 2003 2004 2005 2006 Work begins on yet another redesign. 2007 2008 2009 2010 2011 2012

  17. How did we get here? 1995 1996 2010 1997 1998 1999 2000 2001 New design launched on a few sites. 2002 2003 2004 MODX web Content Management System (CMS) adopted. 2005 2006 2007 2008 2009 (After 16 years, we begin attempting to manage the content) 2010 2011 2012

  18. How did we get here? 1995 1996 2011 1997 1998 1999 2000 2001 It turns out that Content Management Systems require an actual strategy for managing content. 2002 2003 2004 2005 2006 2007 2008 Hmmm. 2009 2010 2011 2012

  19. How did we get here? 1995 1996 2012 1997 1998 1999 2000 2001 So… now what? 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

  20. 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

  21. 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

  22. 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)

  23. 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.

  24. 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

  25. 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?

  26. Discussion What are our biggest needs for the web? • Individual departments • UWSA as a whole • Infrastructure needs

  27. Meet the Central Web Team OIS James RoteringLead Web Developer Linda RuizWeb Developer Communications & External Relations Karin WrzsesinskiWeb Designer AcademicAffairs • No clear reporting structure • Priority conflicts • Lacking a clear sense of purpose

  28. Central Web Team - Unfilled Roles The core skill sets needed in a web site development team are: • Strategy and planning • Project management • Information architecture and user interface design • Graphic design for the web • Web technology • Site production

  29. Central Web Team Roles & Responsibilitieshttp://webstyleguide.com/wsg3/1-process/2-development-team.html Project Sponsor Provides the overall strategic vision and purpose for the site development project. Provides the resources to support the work of the site development team. Responsible for the budget and project schedule. Approves the contract or work plan.

  30. Web Team Roles & Responsibilitieshttp://webstyleguide.com/wsg3/1-process/2-development-team.html Project Manager Responsible for keeping the overall team activities focused on the site strategic objectives and agreed deliverables Coordinates and communicates the day-to-day tactical implementation of the web site project Acts as the primary contact between the web team and the sponsor. Manages the overall communication among creative, technical, and production elements of the web site team 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.” 

  31. 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

  32. Discussion What are our biggest needs in the area of Web Execution and/or “The Web Team” • Roles • Staffing • Availability

  33. Web Operations Management

  34. Web Operations Management A set of four complimentary Best Practices “…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

  35. Web Operations Management • 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.

  36. Web Operations Management MeasurementWhat are the best mechanisms to measure the effectiveness and quality of our Web products? (How do we calculate ROI?) StrategyHow well do our Web properties support and promote our overall strategic objectives? GovernanceWhat is the appropriate framework with which to govern our Web properties in order to reduce organizational waste and liability? ExecutionHow do we correctly form and staff a Web division responsible for daily Web product management?

  37. Web Operations Management (How do we do it?) http://welchmanpierpoint.com/article/web-operations-management-primer 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. 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. Therefore, such tasks should be initiated at the highest level of an organization required to effect real change!

  38. 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

  39. Web Operations Management: Strategy Web Guilding Principles Out of the organization’s Strategic Plan, Executive Staff creates the Web Guiding Principles Web Guilding Principles The overall strategic plan for the organization THE STRATEGIC PLAN

  40. Web Operations Management: Strategy Web Guilding Principles Describe how the organization will use the Web to support core organizational values and business objectives Web Guiding Principles High-level strategy; not execution details, not technology-specific. Provide direction, not solutions.

  41. Web Operations Management: Strategy Web Guilding Principles What Web Guiding Principles mean for the organization • Those who work on the site understand exactly what the senior leadership expects to achieve with the Web presence. • 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.

  42. Web Operations Management: Strategy Formalization of Authority • The emplacement of high-level authority for Web Governance and Web Execution • The expression of the key success indicators against which to measure Web performance. In order to have power, it is an action that is best performed from a very senior level of the organization.

  43. Web Operations Management: Strategy Formalization of Authority What Formalization of Authority means for the organization The decision regarding who is responsible for managing the presence is a strategic, operational decision. 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.

  44. Web Operations Management: Governance • How decisions are made and implemented with respect to the content, data, and applications associated with organization’s Web properties. • Evidence of sound Web Governance includes:   • Governance Framework • Web Policy • Web Standards

  45. Web Operations Management: Governance Web Governance Framework 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

  46. Web Operations Management: Governance Web Governance Framework Comprised of: • Senior (strategically-focused) organizational leaders • Mid-level program and line of business managers • Web subject matter experts 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. http://welchmanpierpoint.com/blog/web-governance-definition

  47. Web Operations Management: Governance Standards • specific parameters, limits, and exceptions for the development of Web products • helps raise consistency and quality • reduces the opportunity for conflicting editorial, structural, or technical approaches to Web development. Web Standards are best set by a team of Web experts with informed input from all organizational Web stakeholders.

  48. Web Operations Management: Governance Policy A set of legal, compliance-related, editorial & technical constraints for Web development • Risk-Management • Regulatory Concerns • Best Practices Web Policy is best set at a fairly senior level of the organization with the guidance of key senior Web subject matter experts.

  49. Web Operations Management: Execution • 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. • Evidence of strong Web Execution includes: •  The existence of a Web Division with: • Administrative Program Management • Product Management • Project Management • Support and Training • Editorial & Technical Infrastructure Teams • Managed Publishing

  50. Web Operations Management: Execution 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

More Related