Enterprise-wide web CMS
Content management processes should support the administration, publishing and teaching activities of the University in a variety of ways, and be integrated as a core business process or system.
CMS review
Application Services is undertaking
a review for a Content Management System (CMS) that could support the
management of all websites across the University. The tangible and
intangible benefits that our peers and competitors have realised as a
result of implementing an enterprise-wide web Content Management System
are compelling and should be adopted by the university.
All
departments and faculties consulted have expressed a desire to explore
a central web CMS and an appropriate engagement model further. As a
result of consultation with senior management, Application Services has
committed to performing an analysis of the needs of each faculty and
other key stakeholders for a central web CMS.
Contact Adam Gilbert for information on this project.
Drivers for change
As the University struggles to manage the volumes of content staff create, there are several factors driving the need to improve our current processes and systems.
Strategic Issues
Business Driver
| Anticipated Benefit
|
Inability to support consistent organisational branding due to difficulties in managing templates in a distributed publishing environment.
| Publishing templates can be managed centrally, providing consistency in branding and potential for global and immediate changes.
|
Poor understanding of content type, purpose, audience, and publishing medium.
| Process of migration content into the CMS necessitates extensive content analysis resulting in a comprehensive understanding of all aspects of content.
|
The University’s inability to share or reuse content – doesn’t capitalise on content as a strategic asset.
| Content within the CMS can be shared or exported to other systems or repositories. Staff can extract content at the level of granularity required. Content from other systems can be imported into the CMS.
|
An understanding of, and responsiveness to user needs, and market analysis is not possible due to the distributed nature of content systems and media, and inability to leverage content assets.
| Content sharing, reuse and one authoritative source provides for the potential of personalisation and content syndication.
|
Content created for specific publishing medium, unable to reuse or repurpose content.
| The same content, drawn from the CMS, can be published in a range of media.
|
Economic Issues
Business Driver
| Anticipated Benefit
|
Considerable non-value-adding effort by staff to source, create, manage and deliver content due to manual or non-existent processes.
| Automated workflows and content sharing and reuse free staff up to concentrate efforts on content creation and adding value.
|
Obstacles to distributed authoring (often technical) resulting in limited content creation or management ability in some areas of the University.
| Content owners are empowered to create, manage and publish their content using a simple word-like interface.
|
Considerable costs involved in training staff due to technical skills involved in publishing, and extensive staff turnover in this area.
| Requirement for technical skills is removed, training to use the CMS can be as little as an hour or two.
|
Inaccessible silos or content repositories which prohibit content reuse result in content duplication and inconsistency.
| Substantial reduction of other content repositories as content migrated to the CMS is available for sharing and reuse.
|
Development of an increasing number of sub-systems due to lack of available infrastructure.
| Provision of CMS infrastructure centrally will reduce need to develop systems at local level.
|
Compliance Issues
Business Driver
| Anticipated Benefit
|
Difficulty in meeting content compliance requirements and responsibilities.
| Certain compliance requirements can be factored into the CMS workflow ensure compliance responsibilities are met (eg. Accessibility, CRICOS code).
|
Difficulty in tracking changes made to content, resulting in poor version control and archiving.
| Content within the CMS is automatically tracked, with ability to roll back to previous versions. Audit trail of what changed when.
|
Inability to manage content currency, resulting in out of date and inaccurate content being publicly available, and significant risk for the University.
| Content can be flagged for review or archiving by the system, no reliance on staff remembering to review content.
|
Lack of agreed workflows resulting in unauthorised publishing of content.
| Facilitation of business processes and workflow means content can’t be changed or published with out appropriate authorisations.
|
Organisational Issues
Business Driver
| Anticipated Benefit
|
The organisation’s readiness to move towards integrated content management as a result of considerable organisation change facilitated by the USP’s implementation of enterprise system.
| Content management can be integrated into the University’s knowledge and information management system.
|
Content management needs associated with web content creation and management.
| Workflows introduced via the CMS will address specific content management and compliance needs.
|
Implementation of CMS at other national and international universities.
| University will remain competitive, with an ability to leverage the value of content as a strategic asset.
|