Hi Michael Couldn't agree more with that. IMHO best practice is, to have something running so that everybody can see the bene- and misfits. If you try first to reengineer, to restructure, to change-manage your company, you'll get quickly into deep troubles on the political side. The CMS becomes then the scapegoat before it is even installed.
So my advice: Start small, make very delimited small projects - try to make them successfull, make people happy - and then grow. -> Prove by practice! Best regards Roger >Ah, the dark underside of CMS implementations... > >Keep it simple and focus on what your particular product CAN do without >putting great expectations on anyone involved. You may, if you're daring, >care to mention that this new tool would add further benefit to real >business process engineering, when the organization is ready for it. But >don't put you head on the block, politically by driving for those changes >now. It will stall the implementation etc... somthing about teaching pigs >to fly... ;) > >I bet that many folks on this list have seen this scenario before, and I >have lived through it myself. > >Unfortunate truth is that imlpementing a CMS is a great opportunity to >reengineer business process flows, and on a small scale that's generally a >managable (not trivial) task. It's unfortunate, however, that on a large >scale that's nearly impossible (as you suspect already.) Dozens of large >organizations have implemented and re-implemented different CMS's and carry >multiple licenses because they've not been able to conform an enterprise >worth of BP in time for any single CM rollout. > >Good luck, > >Michael > >-- >http://cms-list.org/ >trim your replies for good karma. -- http://cms-list.org/ trim your replies for good karma.
