Breaking the ties to traditional, document-based authoring and moving to topic-based, structured authoring (TBSA) and a CCMS can be daunting. The technology is one thing—it usually doesn’t push back. But then there are people. Managing the human component of the change is the real challenge. Many CCMS implementation projects are actually change management projects in disguise. This presentation focuses on some of the most common stumbling blocks in CCMS implementation from a human perspective. It identifies some of the most frequent issues that new (and future) users have and discusses ways to manage them.

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