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Content-led

Content-led. ...a case study that examines, over a given period of time, how a content-led approach is carried out in a web development project, and what challenges, obstacles and successes it meets. A GRAP 2495 FINAL REPORT PRESENTATION. Gillian Rogers S3093806. Executive summary.

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Content-led

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  1. Content-led ...a case study that examines, over a given period of time, how a content-led approach is carried out in a web development project, and what challenges, obstacles and successes it meets.

  2. A GRAP 2495 FINAL REPORT PRESENTATION Gillian Rogers S3093806

  3. Executive summary • The organisation in which I work takes its web content seriously, and has, for as long as I’ve known it, been serious about its improvement and its suitability for the long term. • This is not always the approach organisations take for content. • Now that we’re in the midst of a very large transformation program,and content is being included in key developmental stages, I wanted to examine:

  4. How does content fare, when it’s involved from the very start, as well as being expected to be around for the very long term?

  5. So my case study does this... I provide a glossaryof the commonly used terms in my project, like… content types, metadata, information architecture, user experience. That’s just a few…

  6. A literature review introduces my sources. Including Kristina Halvorson, Erin Kissane, Gerry McGovern, Sara Wachter-Boettcher, and more.

  7. I provide the context. My project observes a few months in my organisation’s 3-year web transformation program. It’s a long project because the site undergoing radical change has some 200,000 pages, and over 100 editors/publishers.

  8. I seek to answer 5 questions. What are the key content requirements? How successful was the Agileapproach? What are the benefitsof involving a content person? What do content reps do well, and what do they do less well? When should content reps step up, and step back?

  9. I get my answers. I consult my sources I collected data from a survey of 12 people from my project team I asked for direct colleague input I made observations, many of which I recorded in my reflective journal

  10. I draw conclusions. These are them in brief…

  11. Introducing an Agile methodology into a workplace (particularly a large organisation’s) where a Waterfall approach is more consistently known can lead to friction and discontent. • When Agile is agreed upon as the methodology, appointing a Project Owner is critical. • The project was greatly slowed by the changes and reconfigurations of content types. • This project would have benefited from the content owners being enmeshed with, or at least closer to, the project team. • It’s incorrect and a distraction to assume developers will be hostile by default toward real content. • Developers need coaxing to understand the place of content and the value of testing with real stuff. • Content and UX people should see developers as valuable contributors at an earlier stage.

  12. I make recommendations. And here are those in brief…

  13. Prior to kick off, we need to get clarity on: • what we are building, ie, what the actual requirements of it are (and these should be documented and available to all) • any content principles or assumptions that are governing our approach. Who the key delegates will be, what other roles and personnel are involved • what pieces of work have been done and are ready to go. • We want to keep front-of-mind in the Project team that what they are dealing with is content, not ‘data’. • The methodology needs to be understood and agreed upon. • Remember, not all content CAN or SHOULD be Agile. • We will need a designated Project Owner. • Business rules, user roles and workflows need to be incorporated into the functional specification at the start.

  14. And that’s it! I provide a bibliography, and I attach all my survey data.

  15. I’ve made my case. I’ve done my study.

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