Successful content projects have many moving parts. Once the project is formally initiated, in order to ensure that the project moves along smoothly, pull representatives of the involved organizations together into a formal Content Migration Project team.
Define the project team's goals
The project team has the responsibility to either execute on specific deliverables as assigned or support the project by providing information necessary to ensure that good decisions are reached along the way. Gathering this group together and formalizing their participation in the project is crucial.
This team is responsible for all aspects of the project, led by a coordinator or manager to drive the objectives to completion. The project leader assigns tasks and time estimates used to communicate with the core team’s managers on how much time will be required of them.
Get the right people involved
Typically, this team is comprised of business process owners, IT, trainers, and knowledge management team members. In addition, representatives for all third-party vendors are invited to participate during later phases. Finally, do not forget to include representatives of the target audience as support agents. The goal is to form a team of people who are able to represent their organizations in constructive and positive discussions, resulting in a successful outcome for everyone.
The project team needs to have representatives from the majority of the departments that are impacted by the project. Creating a diverse group brings different perspectives to ensure the majority of the processes are considered when making changes. Enlist representatives from different touch points in the customer lifecycle to be a part of the working group. Adding representative from Technical Support, Product Marketing, and Customer Success ensures different customer needs will be addressed. Customers who have not yet made the purchase decision to buy will have a different level of questions than customers who already own the products, but there will still be overlaps.
At a minimum, the most successful teams require:
A project manager to organize the team, direct daily activities, and manage to executive-level objectives.
A subject matter expert with hands-on content experience and a solid understanding of internal processes.
An author with technical writing skills who will provide the primary content creation and modification using the new technology.
Characteristics or skills needed for the team
The types of people that typically have the most impact are those that understand the internal operations and workflow. Many times these are the power users or mentors of the teams and have at least a few years of experience working with that team. People trust and often seek them out to ask questions about tools and the processes being followed. This group should also be very comfortable with and embrace change. They are often the spokesperson for a particular team and should expect to field questions and even criticism about changes that may seem unfavorable at first. They should prepare themselves to outline the positive impacts and improvements when relaying information about the changes to help mitigate skepticism and the critics.
Organizing and managing the project team
It is good practice to establish a recurring meeting over the life of the project, even if it is just to verify alignment and to make sure there are no open questions or unassigned tasks. There should be an established leader that can steer and/or make decisions. This leader can also serve as the liaison between the project team and other departments to help communicate upcoming milestones and to prepare for changes.
Get a free knowledge program analysis
Find out how your knowledge program measures up. The Irrevo KM Path™ Program Maturity Analysis is designed to quickly and accurately assess the health of your program based on industry-leading best practices, and clearly define the steps necessary to achieve your program vision and goals.
Download our free white paper
This white paper, How to Build a Knowledge Management Transformation Plan that Wins Executive Support, offers a practical, step-by-step approach to obtaining the buy-in necessary to put your newly envisioned knowledge strategy into place.
This is part of KM Path™ Phase 2
This article is a part of Architecture Design, the second phase of your KM Path. By designing your KM Architecture at this early stage you can incorporate all stakeholders requirements, identify and prepare for the challenges ahead, and limit scope creep.
Irrevo's KM Path is the proprietary methodology we designed to help you plan, build, launch, and optimize your knowledge program. Learn more