There has been a lot of conversation recently on the question of web and software project agility – that is, movement from traditional plan-driven methods in favor of iteration. 

Web strategists and developers are moving to agile processes because the technology marketplace demands higher response to change. Specifically, no sooner do you develop a plan document when the scope changes  – causing loss of time, productivity and bottom-line ROI.

A colleague of mine, Brian Molstad of Molstad Consulting summed it up nicely: 

"As much as I am a major proponent of documenting requirements and asking the right questions early on, I recognize that documents and prototypes have a shelf life. When it's time to move on to the next iteration, it's time to move on. 

Unfortunately, some development teams I've worked with get a little documentation, and they ask for more and more.  I've much preferred working with those teams who take the high-level structure I provide and innovate within (and outside of) the box. When other developers/clients have asked for more specs, I prefer to respond with, "can't we move into HTML to get this going?"

Perhaps I have no problem giving up "control" of a project since I don't come from a formal project management background and more that of information architecture, usability, user-centered design, etc., which has always favored designing in iterations. I look at project management as whatever it takes to get the project done and provide the most value quickly. Here's to agile development!"

If you feel you’re  ready to take the ‘agility’ plunge – here are some great resources to get started.

Discussion groups:

Agile Project Management

Scrum Development

Extreme Programmer

Best

Denice MacDonald

“Web Content Management Systems (CMS) are software toolkits that automate the rapid deployment from multiple sources.  Web content management systems (CMS) are collections of application programs and middleware that automatically organize the content for your website according to rules you set up.”
Tony Freeman at DeepBridge Technologies 

Stay true to the rationale

The benefits for a CMS that is the right fit for your organization can improve brand position, elevate the user experience, aid in customer conversion while providing content that is timely and relevant.

Most times, organizations will agree to a CMS as they think it will reduce the need for IT services and/or eliminate full-time positions.  On the contrary, the use of a CMS will actually require dedicated resources and several defined skill sets.  Moreover, if the wrong CMS is deployed, financial risks can be high.  Be aware that it's not software you're introducing to your company, but change.

What kind of software do you really need?

Defining the exact nature of your CMS requirements can be daunting but a necessary business process.  Sites often termed brochureware will migrate to a CMS that is strictly content-based whereas sites with e-commerce, digital assets, sophisticated collaboration (CRM) or enterprise integration will require a hardier CMS with more functionality. 

Start by drafting your CMS requirements and creating a formal RFP. This should be a project in and of itself, with the appropriate resources and relevant stakeholders allocated to make sure that it is done well. The RFP should include suggested infrastructure and technologies and offer vendors an opportunity to suggest alternatives as long as the suggestions are accompanied with a detailed explanation and justification.

Careful scrutiny should be given to vendors that provide training, yearly licensing and version upgrades, maintenance and support – bundled or unbundled in the fee negotiation. 

If you do your homework correctly, your CMS will have a five to ten year shelf-life and provide the organization with a defined return on investment.

Best Resources:

• CMS Watch Report
• CMS Matrix

My Pics:

Ektron CMS

Sitecore CMS 
 

Best,
Denice MacDonald

One of the most important sections of a web site is the web form page. Whether the goal of your site is to get visitors to sign up for your e-mail newsletter, fill out a form for more information, get a quote or purchase a product online, every aspect of your form can potentially impact conversions, and therefore should be carefully examined.

When first thinking about creating web forms, you must think beyond the input fields. When your visitors look at a web form, it’s not just a one-time decision that is being made, but more likely a series of mini-decisions. Does this graphic grab my interest? Does this headline make me want to learn more? Do I want to provide my e-mail address? Do I want to give out my phone number? Should I hit the Submit button? Do I want to refer to a friend?

Anything that is created on the form page, from top to bottom, creates or motivates a decision to act.

Here are some aspects of a web form page you should consider:

Headline - create a sense of urgency in an impact statement that appeals to YOUR customer - cliche one-liners won't work here.

Form layout - less is more here, keep it simple and easy to understand.

Pricing - make it clear what the price is AND include value (free shipping, discounts etc.).

Fields - include only fields that are necessary - too many fields will cause a visitor to opt-out.

Opt-in copy - should be enticing and include privacy/spam language.

Links - ahhh....links will not only entice but also steer customers to learn more about you or your affiliates.

Submit buttons - believe it or not, the size, shape and placement of your submit button can make or break the final step (conversion) of your web form.

How do you know if the web form is meeting a visitors criteria.  Similar to a web content page, layout the form in a wireframe - outlining exactly where fields, graphics and other interactive features will reside.  Compare against customer expectations, demographics and psychographic needs.  In some instances, the web form is the first impression of your organization if it is used in conjunction with trade show lead generation, custom landing page supporting an adword campaign or simply a direct custom URL to a product.  Remember, your goal is to get the customer to act.

Check Out These Great Resources:

Web Form Design: Filling in the Blanks by Luke Wroblewski, May, 2008

Creating Wireframes

Optimizing Web Forms

From Web branding to content development to deployment - who actually 'owns' the success of a Web site?

IT would suggest since they 'house' the Web site - they own it. Operations and Finance will keep close ties to the Web inferring that the site is simply a cost center to them. Sales will tell you that they have a vested interest in securing customer leads. Marketing would argue that they are the face and communication portal to customers. AND, HR would contend that the Web site is a vital recruiting tool for a new global economy. Who's right?

All of them are. It is imperative that all departments, disciplines and vested shareholders collaborate on the daily feeding and transition of the organization's Web site initiative - or else the Web site will fail.

Why? Web sites are no longer ancillary, they are mission critical - adding substantially to the organization's bottomline. Moreover, the combined needs of various departments or disciplines actually enhance the dynamic strategy behind the on-going transition of an organization's Web site by offering various views and points of entry to clients, customers, employees and shareholders.

How? Collobration does not begin by ordering various departments into a conference room for a stratgegy meeting. It begins with defining needs, strategies and business goals. In most cases than not, what the sales department requires is not much different than what the HR department may need. Each are looking to communicate the organizations value and offerings while providing easy 'call to action' scenarios for visitors and on-going interaction to the organization's Web site.

Where to begin? Start with simple site goals that require collaboration against business needs from various departments. Begin the process of determining how the needs intertwine or can be repurposed to satisfy many needs.

Example: HR is trying to hire high end sales professionals in a very tight market. Sales is trying to get a new product to market. Marketing has a tight budget but would welcome PR exposure relative to company growth.

Suggestions: Use Web video to create employee profiles for HR enticing 'like' recruits. Use the same Web video but add additional footage to introduce and email video newsletter to targeted customers and leads who may benefit from the new product. Have marketing dove-tail the email video newsletter AND Web video components to the Web site thereby increasing interaction to the site through video news releases. What will this take? Two or three days of shooting, various formatting of the Web video, simple permission-granted e-mail program and some high end content. The create it once, use many ways concept has leveraged the collaboration of various department intiatives while safeguarding a cohesive web brand strategy.

Bridge the gap of expectations... 

Great white paper (SAP) on the transitioning role/business model for IT – bridging the gap of expectations all the way to the executive offices. A bit over my head, but good for you 'joes' out there who live this stuff.

Overview: Innovation is no stranger to the information technology function. Armed with increasingly sophisticated applications, IT-led teams have consistently found new ways to streamline enterprise business processes, vastly improving operating efficiency and reducing costs. Read more:

A-new-mandate-for-IT.pdf (768.40 kb)

Gartner recently commented on the future of open source and this is an excellent blog in response.  As most of you know, Gartner, Like Forrester, is a renowned ‘thinktank’ for enterprise-wide commentary.

In summary, Gartner suggests that we're years away from enterprise adoption of the following open-source software categories:

• Content Management (5-10 years);
• Enterprise Service Bus (5-10 years);
• J2EE Application Servers (2-5 years); and
• IP Telephony (2-5 years).

Learn more