Adobe Summit 2016 Bombardier’s AEM Implementation for Multi-sites Management
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Bombardier is a multinational corporation that operates four business segments: Business Aircraft, Commercial Aircraft, Aerostructures and Engineering Services, and Transportation. It has revenues of $18.2 billion, a backlog of $59.2 billion in orders, 70,900 employees across 75 sites in 28 countries. The document discusses Bombardier's implementation of a multi-site manager (MSM) in Adobe Experience Manager (AEM) to manage country-specific websites. The MSM solution was implemented to address the challenges of maintaining consistent branding and content across multiple sites with different stakeholders, while balancing global and local needs. It established a global blueprint site and country-specific live copies to enable local
Adobe Summit 2016 Bombardier’s AEM Implementation for Multi-sites Management
- 1. Bombardier Country Sites Ken Knitter, Bombardier Inc., @KenKnitter Alberto Vazquez, Valtech Canada, @javomzt March 2016
- 2. Agenda 01 - Bombardier 02 - Business case & context 03 - Solution and MSM implementation 04 - Lessons learned
- 3. ⧁ Revenues: $18.2 billion ⧁ Backlog of $59.2 billion ⧁ Market Capitalization: Cdn $3.1 billion ⧁ 70,900 employees ⧁ 75 production and engineering sites in 28 countries and a worldwide network of service centres Bombardier: One Company – Four business segments ⧁ Revenue $7.0 billion ⧁ Backlog $17.2 billion ⧁ Employees 10,400 ⧁ Revenue $2.4 billion ⧁ Backlog $11.5 billion ⧁ Employees 5,050 ⧁ Revenue $1.8 billion ⧁ Backlog $80 million ⧁ Employees 12,100 Revenue $8.3 billion Backlog $30.4 billion Employees 39,400 Bombardier Business Aircraft (BBA) (Fiscal Year ended Dec. 31, 2015) Bombardier Commercial Aircraft (BCA) (Fiscal Year ended Dec. 31, 2015) Bombardier Aerostructures and Engineering Services (BAES) (Fiscal Year ended Dec. 31, 2015) Bombardier Transportation (BT) (Fiscal Year ended Dec. 31, 2015) Bombardier Inc. (Fiscal Year ended Dec. 31, 2015) Note: Market Capitalization, backlog and numbers of employees as at December 31 2015 1. Includes contractual and inactive employees. Subsequent to the end of the fiscal year, we decided to take steps to optimize our workforce with a combination of manpower reduction and strategic hiring. These figures do not reflect the planned changes. 2. Revenues exclude Corporate and eliminations of $(1.3) billion for the fiscal year ended December 31, 2015 3. Includes only external backlog
- 5. AEM as the new Website Platform The Beginning of our Story ⧁ It is 2011… ⧁ Bombardier has multiple sites in multiple systems ⧁ Technological and decision debt is growing exponentially in CMS space ⧁ No efficient way to collaborate launch global communications ⧁ High costs to support and maintain many different sites
- 6. AEM (CQ5) was selected First site, www.Bombardier.com goes live in 2013
- 7. Country sites Business Case Context ⧁ Cost, effort, and time to launch each site dependent on many factors ⧁ Bombardier has a presence in 46 countries ⧁ Over 15 countries already had local websites ⧁ Maintaining branding and governance across divisional and regional network was exceedingly difficult Possible Solutions ⧁ Do we localize the primary web site? ⧁ Do we create smaller one-off country-based websites? ⧁ Do we leverage other channels (e.g., Social Media) to represent in-country activities?
- 8. Country sites Business Case Objectives ⧁ Ensure governance ⧁ Achieve content syndication ⧁ Deliver Multilingual sites ⧁ Promote local enablement ⧁ Ability to scale ⧁ Control costs
- 9. Country sites Business Case Challenges ⧁ Difficult to maintain consistent branding and content across all sites ⧁ Many stakeholders at the table. Each with their own budget and team: • 6 Business segments • Shared business • Different organization structure ⧁ Balancing global and local needs Country Site B Inc. Business Aircraft Commercial Aircraft Aero Structures Product Dev. Eng. Transpor- tation HR Gov. relations
- 11. Types of multi-sites in AEM ⧁ Independent sites • Built as different applications • Components built to be shared and customized, or extended ⧁ Multi-site Manager • Create a website that is used as a template for multiple sites ⧁ But… Why? • Automatically update one or more sites based on a source site • Enforce a common base structure and use common content across multiple sites • Maximize the use of available resources • Maintain a common look and feel • Focus efforts on managing the content that differs between the sites CASE STUDY: BOMBARDIER COUNTRY SITES
- 12. Global + Local ⧁ Global Blueprint • Leverage previous AEM project • Only accessible to the global team • Rollout global changes as needed • New language branches as needed ⧁ Country Live-copy • Country team access only to country site • Local team manages content identified as local • No access to edit pages with global content • No rights to break inheritance of selected components • No rights to change the structure of the site CASE STUDY: BOMBARDIER COUNTRY SITES
- 13. Content Syndication ⧁ Separate structure for shareable content • News • Events • Biographies • Media galleries • FAQs • Contacts • Country information • Physical sites information • Projects information ⧁ Website specific folders to separate groups ⧁ Templates and components in websites consume based on folder location and tags
- 14. User management ⧁ Multiple user groups ⧁ Global authors • Permissions to create and edit, content in the global blueprint and country sites • Allowed to roll-out changes to the country sites ⧁ Local authors • Able to edit content on the allowed sections of the local site • Not allowed to publish content ⧁ Local publishers • Able to edit and publish content on the allowed sections of the local sites CASE STUDY: BOMBARDIER COUNTRY SITES
- 15. CASE STUDY: BOMBARDIER COUNTRY SITES Language management ⧁ Blueprint • Manage language masters ⧁ Country-site • Each country has at least 2 languages • Each language is a live-copy of the master
- 16. Results Objectives ⧁ Ensure governance ⧁ Achieve content syndication ⧁ Deliver Multilingual sites ⧁ Promote local enablement ⧁ Ability to scale ⧁ Control costs
- 17. Lessons learned
- 18. Before CMS Promise of CMS CMS Reality Curse of the CMS
- 19. Let me wave my content magic wand ⧁ 9 times out of 10 technology identified as the issue. ⧁ However once the technology is delivered the content rarely follows. ⧁ Content production is hard. Most communication teams are not structured for full and regular production. • “Creating content for a brand is like running a news room” (Tara Hunt 2013) • “the newsroom-like style in which we now manage our social media activities” (David Edelman & Marc Singer 2012) ⧁ Remember content is currency of the web, not the underlying technology.
- 20. Do you really know your requirements? ⧁ Resist the urge to solve the problem on the first development attempt ⧁ Use minimal viable product (MVP) model to launch and understand real requirements
- 21. Graphs to Grok Agile
- 22. Betting the farm
- 24. Counting Cards
- 26. Inheritance
- 27. ⧁ It signifies a relationship from one content source to a receiving content (component level) • Inheritance paragraph System (iparsys) • MSM • Inheritance paragraph System (iparsys) • Independent from MSM • Component that allows to be used as a “source” for other iparsys components used in the hierarchy of the page structure • Content on the component of the parent page is “inherited” by the children (per level) • Cumulative content as we progress down the structure • Disabling inheritance vs cancelling inheritance • If cancelled, the components in selected paragraph system are not passed down to the child pages. • If disabled, components of selected paragraph system on this page are not inherited from the parent page. What is “inheritance”? MSM CONCEPTS 1.0 Parent 1.1 1.1.1 1.1.1.1 1.2 1.2.1 1.2.1.1 Page template example:
- 28. ⧁ In the MSM • In a live-copy, all of the content is “inherited” from the blueprint. • A one-way relationship with the blueprint: • If the blueprint changes, the live-copy changes • Local content must cancel inheritance • Components with cancelled inheritance do not receive any updates from blueprint • Re-instating inheritance will link back to the source component What is “inheritance” in MSM context MSM CONCEPTS
- 30. ⧁ AEM recommends to manage permission with user groups • Access to specific sites/sections • Different rights per site/sections • Each site has their own group of users ⧁ For MSM implementations, we’ve adopted a simple approach per website and per access level • 2 user groups per country site, authors (no activation rights) and approvers (no editing rights) • 1+ site admin with both levels Permissions and user management MSM CONCEPTS
- 31. ⧁ Workflows in AEM should be kept simple ⧁ Create workflows for repetitive actions that can be automated • Creation of renditions • Translations • Approvals ⧁ Multi-step workflows for approvals and collaboration were improved on AEM 6.1 Users and workflows MSM CONCEPTS
- 32. Component re-use
- 33. ⧁ Blueprint and live-copies • Technically using the same set of templates and components • No custom components for specific live-copies ⧁ Stand-alone sites • Component for reuse must be planned and follow basic best-practices • Design for extension with minimal markup • Reduced dependencies • “Pattern library” of shared components should be separate from site-specific components • “Master” components should be inherited and modified per site, not duplicated and modified • Its best to ‘componentize’ the components, rather than modify Component reuse MSM CONCEPTS
Editor's Notes
- #2: Presenter: Ken Knitter
- #3: Presenter: Ken Knitter
- #4: Presenter: Ken Knitter
- #5: Presenter: Ken Knitter
- #6: Presenter: Ken Knitter
- #7: Presenter: Ken Knitter
- #8: Presenter: Ken Knitter
- #9: Presenter: Ken Knitter
- #10: Presenter: Ken Knitter
- #11: Presenter: Jose Alberto Vazquez
- #12: Presenter: Jose Alberto Vazquez
- #13: Presenter: Jose Alberto Vazquez Country site structure was defined prior to starting the project. This already streamlined structure helped to be the basis of the blueprint (we called it global). This ‘blueprint’ is in reality half the content since it only has the ‘global’ content. Each country has to decide which pages/sections of the global blueprint they want, and then they need to manage the local content.
- #14: Presenter: Jose Alberto Vazquez
- #15: Presenter: Jose Alberto Vazquez
- #16: Presenter: Jose Alberto Vazquez
- #17: Presenter: Jose Alberto Vazquez
- #18: Presenter: Ken Knitter
- #19: Presenter: Ken Knitter Before CMS Web masters edited pages by hand taking care of form and content at the same time Promise of CMS Web masters would be freed of page to page creation and editing workload as communicators would be able to easily add their content in WYSIWYG editor CMS Reality Web masters or “digital” team still does majority of web page creation and editing Non-digital communicators lack capabilities to edit their own pages not in system frequently enough high level pressure for digital transformation not present per user licensing limits access free play environments not present
- #20: Presenter: Ken Knitter Required reading: Tara Hunt (2013). Let me wave my content magic wand. http://bit.ly/1ezKar4 David Edelman & Marc Singer (2012). Prediction for 2013: "Operations" becomes a key word in marketer's vocabulary. http://bit.ly/22ovmmy 9 times out of 10 technology identified as the issue. We need x technology in order to do y. However once the technology is delivered the content rarely follows. For example, our first country site saw no new content in 1st year after delivery
- #21: Presenter: Ken Knitter Content governance should not be enforced by the system (at least not early on)
- #22: Presnter: Ken Knitter
- #23: In traditional development cycles, the completely defined site is launched at the end of the spend cycle (100%). The problem is it assumes that requirements 100% defined and more importantly understood and accurate. This is rarely the case! Especially in a multisite management construct. Understanding of requirements progresses slowly during the early phases of the project, and begins to take off only close to project completion. Taking a longer view, understanding of requirements goes into hockey stick curve after the first product has been released. In a traditional development model, this is unfortunate because you are most likely at 100% of spend at this point. As each site in the MSM gets released the understanding of what is really is needed get better and better. However, there is still a gap between what the internal community expects and what is being delivered. As we are now 100%+ and counting with additional costs for the release of each site, there can be a feeling that we are not getting our money’s worth.
- #24: After your 30% bet your costs and benefits move into a synchronous relationship.
- #25: Presenter: Ken Knitter Using an agile MVP methodology you release the site as early as possible. Let’s say 30% into the project cycle. The benefit here is you start to get real world validation of requirements much earlier before you spend has reached 100% of budget.
- #28: If cancelled, the components in this paragraph system are not passed down to the child pages. If disabled, components of this paragraph system on this page are not inherited from the parent page.