innovating for agility: global content practices at...

© 2009 Fair Isaac Corporation. Confidential.

© 2009 Gilbane Group, Inc. All rights reserved.

Innovating for Agility: Global Content Practices at FICO

June 17, 2009

Hosted by Invited GuestModerated by


Today’s Agenda

• Business and Technical Drivers• Situation in 2007• Defining the Solution – SDL Contribution• Selling the Vision• Implementing GIM + DITA



Webinar Participants

Leonor CiarloneLead Analyst

Content Globalization PracticeGilbane Group

Carroll RotkelDirector, Product Documentation

FICO

Howard SchwartzVP Content Management

SDL Trisoft

http://gilbane.com

About the Gilbane Group

Analyst and consulting firm focusedon content technologies and their

application to high-value business solutions

Practice Areas:Collaboration,

Content Globalization, Content ManagementDigital Publishing, Enterprise Search,

XML Content Strategies

http://gilbane.com

Gilbane Boston 20091 - 3 December


http://gilbane.com

The Global Content Value Chain for Product Content

createlocalize/translate

enrich

manage publish consume

optimize

http://gilbane.com

Aware

Operational

Collaborative

Aligned

Accepted

Initial/Ad-hoc Defined Managed OptimizedRepeatable

Reactive headquarters and regional approach to content globalization requirements.

Repeatable content globalization processes are developed according to project and content application.

Functional content globalization processes are in place, but siloed within departments and regions with little to no collaboration.

Streamlined content globalization processes in place based on performance metrics and shared language assets between headquarters and regional levels.

Balanced process achieved between central and regional operations with enterprise-wide governance, measurement, and continuous improvement based on annual corporate globalization strategies.

Labels from the Capability Maturity Model®, Software Engineering Institute at Carnegie Mellon University

Aware

Operational

Collaborative

Aligned

Accepted






Balanced process achieved between central and regional operations with enterprise-wide governance, measurement, and continuous improvement based on annual corporate globalization strategies.


A Look at the Gilbane GCVC Maturity Model


http://gilbane.com


Aware

Operational

Collaborative

Aligned

Accepted





Process balance achieved between central and regional operations with enterprise-wide governance, measurement, and continuous improvement based on annual corporate globalization strategies.


GCVC Maturity Model


The FICO Case Study: Innovation3

• Alignment of global content practices• Creation• Localization/

Translation• Management

• Reuse as a first principle

• Resulting agility for global:• Customers• Markets• Content


© 2009 Fair Isaac Corporation. Confidential.99

Agenda» FICO Business and Technical Drivers

» Situation in 2007

» Defining the Solution – SDL Contribution

» Selling the Vision

» Implementing GIM + DITA


Forward-Looking Statements

Product roadmaps and similar marketing materials should be considered forward looking and

subject to future change at Fair Isaac’s discretion.

Future functionality, features or enhancements as shown are Fair Isaac’s current projections of the product direction,

but are not specific commitments or obligations.



Leader in Decision Managementtransforming business by making every decision count

20+ offices worldwideHQ in Minneapolis, MinnesotaRegional Hubs: London, Birmingham (UK), Madrid, Sao Paulo, Bangalore, Beijing, Singapore

Offices

5,000+ clients in 80 countries9 of the top 10 companies in the Fortune 5002/3 of the top 100 banks in the world 90 of the 100 largest financial institutions in the U.S100 largest U.S. credit card issuersPrimary Industries: Financial services, insurance, retail, healthcare

Clients &Market

Predictive analytics: scores and modelsDecision management applicationsDecision management tools

Products &Services

The leader in decision managementFounded: 1956NYSE: FICRevenues: $822 million (fiscal 2007)

Profile

© 2009 Fair Isaac Corporation. Confidential.12 © 2009 Fair Isaac Corporation. Confidential.12

Household name in Credit Scoring

World’s #1 credit bureau score:the FICO® score



Decision Management: What is it?

» Automate, Improve & Connect» Automate for speed and consistency» Improve targeting, relevance and results» Connect decisions across functions, channels, customer touchpoints

» Enhance Business Performance» Increase customer profitability » Grow and strengthen customer relationships» Reduce fraud and credit risk» Lower costs of making decisions

DECISION MANAGEMENTis an approach that automates, improves & connects decisions

to enhance business performance


Today: Decision Management in Silos

Savings

DDA

Mortgage

Auto

Cards

FraudCollections & Recovery

Customer MgmtOriginationsMarketing

Commercial

Life

P&C

Claims / FraudBook MgmtUnderwritingMarketing

Dis

conn

ects

Acr

oss

Pro

duct

Silo

sD

isco

nnec

ts A

cros

s P

rodu

ct S

ilos

Disconnects Across LifecycleDisconnects Across Lifecycle



Tomorrow: Decision Management Suite

Savings

DDA

Mortgage

Auto

Cards

FraudCollections & Recovery

Customer MgmtOriginationsMarketing

Commercial

Life

P&C

Claims / FraudBook MgmtUnderwritingMarketing

Man

age

Acr

oss

Pro

duct

sM

anag

e A

cros

s P

rodu

cts

Manage Across LifecycleManage Across Lifecycle


What is a “Connected Decision”?

» A decision executed within a specific Decision Management application or lifecycle area, made smarter through leveraging insights and capabilities from another application or lifecycle area, such as» Data» Shared decision logic and scores» Advanced analytic capabilities» Integrated and shared workflows



Key Design Principles of the New Architecture

Design Principle Provided Capabilities Business Result

Higher-performing analytics that reduce credit and fraud risk

New analytic capabilities including adaptation and

performance managementProvide the infrastructure

for advanced analytics

Richer analytic models that strengthen customer

relationships and increase profitability

Connected decisions across the lifecycleCommon data model

Greater leverage of decision services

Flexible deployment of decisioning components

Decision Management suite based on a Service

Oriented Architecture

Lower total cost of ownership

Common, shared infrastructure

Built on industry-leading 3rd party core technology

platform


The Financial World is Shrinking…

» Financial systems becoming a central nervous system

» Borders are less important» Cross-country consolidation» Investment money available across countries» Younger generations are open to “new” financial services products» Euro-zone and periphery opening tremendous opportunities

» Initiative to “Execute a focused international strategy”» FICO “Commit Countries” defined

“We expect increases in international sales revenues from outside the US to continue to grow, and may in the future grow more rapidly than our revenues from domestic clients.”

“Accordingly our future operating results could be negatively affected by a variety of factors arising out of international commerce, some of which are out of our control….”

“…operating difficulties and delays in translating products and related documentation into foreign languages"



Two Key Initiatives for Growth

Product

Re-architectureGrowth in

Global Markets

“Commit” Countries*CHINA (Beijing office)*BRAZIL

US, Canada, UK, AustraliaMexico, SpainGermanyJapan, Korea

“Common” ComponentsCase ManagementRules Authoring / ManagementSecuritySystem AdministrationData ModelsReportingScoring


Other Technical Drivers

» Common Development Process» Rational Unified Process adopted in 2007 to reduce risk, unify siloed

development methodologies» Iterations» Component architecture» Use cases» Reduce bottlenecks

» Efficiency in a Weakening Economy» Reuse – staffing and cost savings» Automation



Today’s Agenda



New Paradigm: Common Architecture

Customer Mgmt.

C&R

Originations

Fraud Model

Builder

Blaze

Advisor

COLLECTIONS

& RECOVERY

ORIGINATIONS

FRAUD

CUSTOMER MGMT

The old paradigm The new paradigm

Blaze Advisor

Model Builder

» Enables content reuse, estimated at 25%

» Requires new, flexible content in multiple deliverable formats

» Development timeline offered a window of opportunity to retool



• Independent teams manage ~230 books + 30 Help systems in VSS• No sharing or reuse except single-sourcing Help • Multiple reviews of similar or identical content• Large content “chunks,” cumbersome review/update process• Inefficient and costly localization

Originations To Dev.

/ build

Fraud

Customer Mgmt.

Collections & Recovery

Old Process: Write FrameMaker Books

LocalizeDesktop publish / Webworks Help

To Dev.

/ buildLocalizeDesktop publish /

Webworks Help

To Dev.

/ buildEdit FinalizeAuthor Review (PDF,

chapter or book) LocalizeDesktop publish / Webworks Help

To Dev.

/ buildEdit FinalizeAuthor Review (PDF, chapter or book) LocalizeDesktop publish /

Webworks Help

Edit FinalizeAuthor Review (PDF, chapter or book)

Edit FinalizeAuthor Review (PDF, chapter or book)


Global Content Pre-2008

» Complete lack of consolidationSiloed product teams (writers, developers, product managers, budgets)

Siloed localization (project managers, vendors, Spanish locales, no tracking of internal effort or overall investment)

» Little to no TM reuseNo global strategy

Each project sent out for bids – lowest cost wins

Partially a result of growing through acquisitions

» Sparse funding Proposed $100k loc budget

$4m estimated to localize docs for major products to 9 languages

Whoever yelled the loudest got stuff localized

How much? What ROI?

I don’t know,I just WANT IT!!!



Docs Without Localized UI

Not the best customer experience

Ad hoc approach

to localization

Software not

internationalized


Multiple Divergent Glossaries – No Real “Master”

Misc. glossaries on the CIC

Product

glossaries

Emailed

suggestions

Product

family

glossaries

Industry glossaries



Dual Investigations for Growth

Product

Re-architecture

“Common” ComponentsCase ManagementRules Authoring / ManagementSecuritySystem AdministrationData ModelsReportingScoring

Tom

Goering

Reusable Documentation Components Initiative:

Identify and produce documentation topics, graphics, organizational patterns, build processes, and deployment mechanisms that can be used in multiple DM Solutions.

Growth in

Global Markets

“Commit” Countries*CHINA (Beijing office)*BRAZIL

US, Canada, UK, AustraliaMexico, SpainGermanyJapan, Korea

Elizabeth

Taylor

Localization Initiative:Develop a strategy, define

processes, and select tools for localization of products, documentation, training materials

and other information.

GIMGIMDITA


Today’s Agenda

• Business and Technical Drivers• Situation in 2007• Defining the Solution – SDL

Contribution• Selling the Vision• Implementing GIM + DITA



We help corporations drive global revenues and reduce costs by providing the software and

services to deliver global content

Our Mission


SDL

Publicly traded company with $250m annual revenuesOver 2000 employees in 50 offices across 32 countries

Award-winning and profitable with long term financial stability 80%+ of the global translation supply chain use SDL software500+ deployments of enterprise technologies

sdl.com sdltridion.com sdltrisoft.com lspzone.com translationzone.com click2translate.com freetranslation.com

Recognized Leader in Global Information Management

41 of the 50 Top Global Brands*

*Source: Interbrand, 2008


Content Proliferation and Fragmentation

Content is Created

GlobalCustomer

Quick Start and User Guides

Marketing

Collateral

Website Content – Multiple Pages

Support and Knowledge

Base Content

User Interface

Multiple Vendors

Multiple Departments

• 100s of products

• 1000s of pieces of content or documents

• Time, cost and quality pressures

Content Proliferation

Multiple Models

LabellingLabelling

User InterfacesUser Interfaces

User DocumentationUser Documentation

Research &Development

Bill of MaterialsBill of Materials

Custom DocumentsCustom Documents

Compliance InfoCompliance Info

Operations &Manufacturing

Sales CollateralSales Collateral

WebsiteWebsite

PromotionsPromotions

Sales &Marketing

Knowledge BasesKnowledge Bases

Website FAQsWebsite FAQs

Service BulletinsService Bulletins

Service &Support

Overarching Goal

Strategic Approach?

Short Term Low CostExecute

Strategy, Process and Infrastructure Plan

Status Quo

No Changes

Band-aid Approach

StrategicTactical

Invest ahead of ROI

Put infrastructure in place

Model out future state


Standard Methodology

OutputsInputs

Current state

Future requirements

Leading practices

Strategic vision and goals

Consistent with vision and goals

Addresses current state issues

Meets future needs

Incorporates success factors

Best practices Plan

Recommendations

Discovery

Relation of Two Initiatives

Product

Re-architectureGROWTH IN

Global Markets

Both of these initiatives have their own requirementsBut the fulfillment of the requirements of each can impact the otherJust deploying a solution for product re-architecture can seriously jeopardize the growth in global marketsNot taking steps to address the documentation challenges that are coming around product re-architecture can cripple the ability to manage translation

FICO needs an end-to-end solution for global electronic management and publishing


Content Proliferation and Fragmentation

Content is Created

GlobalCustomer


Marketing

Collateral



Base Content

User Interface

Multiple Vendors






Multiple Models

LabellingLabelling

User InterfacesUser Interfaces

User DocumentationUser Documentation

Research &Development

Bill of MaterialsBill of Materials

Custom DocumentsCustom Documents

Compliance InfoCompliance Info

Operations &Manufacturing

Sales CollateralSales Collateral

WebsiteWebsite

PromotionsPromotions

Sales &Marketing

Knowledge BasesKnowledge Bases

Website FAQsWebsite FAQs

Service BulletinsService Bulletins

Service &Support

Content Proliferation & Fragmentation

Content is Created

GlobalCustomer


Marketing

Collateral



Base Content

User Interface

Multiple Vendors






Multiple Models

Vendor A

Vendor B

Vendor C•Central TM•Central Terminology

TranslationManagement


DITA

DITA (Darwin Information Typing Architecture) is a powerful rapidly growing methodology for modular writing that is sweeping technical documentation organizationsModular writing has two characteristics:

A. Topic orientedWriters are writing and thinking in smaller units of information called topics that can be

reused in many different ways• Topics are smaller than chapters. They are often just something as simple as a Concept,

a Task, or a Reference• Writers think about topics instead of chapters and books• There is a shift from “Book Methodology” to “Topic-based Methodology”

B. Presentation layer is separate from the content• Written in XML • Writers don’t see what it looks like in final process• Publishing is done at the end of the process, not while writing• Eliminates Desktop Publishing

Managing the Topics: A Potential Disaster

Case Management

Strategy Management

DataModels

SystemAdmin SecurityReporting &

Scoring

Common Component Layer

Fra

ud

Co

llect

ion

s an

dR

eco

very

Cu

sto

mer

Man

ag

em

en

t

revisions

Ori

gin

ati

on

s

DM

To

ols


Content Management Evolution

1990 Mid 1990’s

IncreasingSpecialization

XML / DITA for Technical InformationSeparate systems specialized for different purposesTechnical content does not have same requirements as Web / Branded Content

STAGE 4 Specialization

Document ManagementUnstructured shared repositories

STAGE 1

Internet GrowthHTML EditorsWeb “Content” Management

STAGE 2 Internet / Web

STAGE 3 Promise of ECM

Enterprise Content ManagementOne System Does EverythingContent and Document ManagementSpecialized DTD’s / Doc Book

Content Management Evolution

2000’s

Impact of Internet and HTML

Impact of XML

Impact of DITA

How DITA Supports Global Strategy

m1 m2 m3 m4

m1 m2 m3 m4

VariationsOf Deliverables

Product Variations

Market SegmentsVariations in Customer

Profiles


Managing Topics/Content for DITA and Localization

Managing complexity of DITA topics with different conditions, variables, and versions for each product or deliverable is a challengeManaging this complexity compounds with global expansion

Reduce cost and improve quality and efficiency with DITA management and translation management toolsManaging localized DITA topics without translation management is also complex

DITA Topic Mapping Managing Topics for Localization

Content Proliferation & Fragmentation

Content is Created

GlobalCustomer


Marketing

Collateral



Base Content

User Interface

Multiple Vendors






Multiple Models

Vendor A

Vendor B

Vendor C•Central TM•Central Terminology

TranslationManagement

m1 m2 m3 m4m1 m2 m3 m4

DITA Management

•Topics•Maps•Graphics

Multiple Models


Global Authoring Management

Central server-based access for enterprise-wide consistency

Intelligent Linguistic & Stylistic ChecksStyle guide checks

Sentence lengthBritish v American spellingUse of abbreviations, contractions, compound wordsMisused words, wordinessPunctuationUser-defined checks (e.g. time/date formats, etc.)

Linguistic and automated translation-enabling checksAmbiguous coordinationOmission of conjunction that, of determiners before singular noun/noun phrases and of relative pronouns that/whichAmbiguous use of pronounsUse of dangling participle –ed, of dangling participle –ing, of pronouns this/thatSuccessive nouns (more than xx nouns)Future tense and passive voiceAllow/disallow use of a word based on its part of speech


Translation Memory and Terminology

Author/translation memoryEnsure new content is consistent with previously written and translated contentKnow the impact of style changes on translation costsOption to only make changes when there is not a 100% match in translation memoryReduce downstream costs of translation

TerminologyEnsure terms are used consistently with agreed corporate termsMake sure engineers, authors and translators all work from the same agreed terms

Tying DITA Authors to Localization: Global AMS

SDL AuthorAssistant interfaces with Translation Memory, MultiTerm, and Style RulesImproves quality and cost to localize

Authors work in familiar tools

AuthorAssistant

MultiTerm (DNTs, acronyms, approved vs. unapproved terms)Terminology sequencing makes it possible to keep old information without jeopardizing quality.Ties into TMS

Linguists don’t have to search for terms

» WRITERS » TRANSLATORS


Global Information Management

Authoring Tools

Global ComponentManagement Localization Global PublishingGlobal Authoring

Repositories

HTM

L

TMS

Prin

tPD

F

TMTerminology Mgmt

Workflow

VERSIONING / REUSE

WORKFLOW

Authors Reviewers Project Managers

Localization PM’s

Localization Vendors

TranslatorsReviewers

GlobalPartners

Global Customers

Ren

der

ing E

ngin

e

DITA CCM


Today’s Agenda




Business Cases for Content Globalization Strategies

• Target investment is aligned with the strategic goals and objectives of the business.

• Technology architecture is globalization-ready.• Metrics are ready for ongoing performance measurement.• Efficiencies and cost savings are proven through

analysis or pilot.

Increased revenue/customer

base9%

Meeting regulatory requirements

9%

Cost savings18%

Customer satisfaction/experience

40%

Global-ready technology architecture

24%


Making the Case

» PoC using various facets of DITA, reusing topics from areas that were already common across products

» Demos showing cool things like developing reference topics from configuration files and generating deliverables on the fly

» Held “Discovery Day” with SDL

» Did all the usual ROI stuff – staffing efficiencies, costs, localization savings

» Distilled it all down into a concise presentation to our Executive Steering Committee» Emphasized it was THE opportune time for a change

» Writing new content, can avoid costly migration to DITA later on» Re-architecture provided a window of slower product releases

» Tech Pubs team cannot manage the level of reuse complexity required by the new architecture and localization with older tools and processes

» Saves time and money, improves quality



Common Architecture’s Impact on Documentation

COLLECTIONS

& RECOVERY

ORIGINATIONS

FRAUD

CUSTOMER MGMT

The old paradigm The new paradigm

Blaze Advisor

Model Builder

Question: How do we get there?Answer: DITA!

Customer Mgmt.

C&R

Originations

Fraud Model

Builder

Blaze

AdvisorShareddocs


Darwin Information Typing Architecture (DITA)

» Enables content reuse, estimated to be 25% for DM Suite» Defines topic types and a mapping mechanism to combine them flexibly» Offers flexible, targeted documentation deliverables using DITA maps» Repurposes content for different applications, channels or publications » Facilitates an iterative process with topics tied to use cases» Integrates documentation builds into the overall application build process» Allows efficient authoring, review and translation of topics through reuse and

smaller content “chunks”» Reduces risk of schedule slips as topics are completed within iterations

DITA requires a significantly different architecture and writing style than FrameMaker, therefore it is difficult to migrate content to DITA.

Timing is perfect to launch DITA at FICO for the DM Suite.

“DITA is an XML-based architecture for authoring, producing, and delivering technical information, introduced by IBM in 2001.” (source: Wikipedia)



DITA Maps Assemble Topics Into Deliverables

Publication Objects => Output (Online

Help, PDF)

DITA Maps=> Assemblage /

structure

Components (Topics,illustrations...)=> Content

Common Topics are Shared Across Applications, and Across Multiple Deliverables in the Same Application

Common Concept

Topic

Common Task Topic

Fraud Reference

Topic

Fraud Concept

Topic

Common Reference

TopicVersioned Common

Task Topic

C&R Concept

Topic

Fraud Task Topic


Iteration 1 Topics Edit Finalize PDF

New Process: Write DITA Topics

Author ReviewAutomated publishing

with XSLT and scripts

Help

HTML

Client Info

Center

Edit FinalizeAuthor Review



Iteration 2 Topics

Iteration 3 Topics

Iteration 4 Topics

Localize

Localize

Localize

Shared ComponentsCase Management 400Strategy Management 400Data Access and Model Descriptions 400System Administration 200Installation and Release Notes 30Reporting and Business Administration 70

Pages per EDM Suite Application 1500Total Pages (all 4 apps) 6000

Shared pages across EDM Suite Applications 30%Shared pages 450

Shared Translated Pages (10 markets) 4500

Localize



Managing Topics/Content for DITA and Localization

» Managing complexity of DITA topics with different conditions, variables, and versions for each product or deliverable is a challenge

» Managing this complexity compounds with global expansion

» Managing localized DITA topics without translation management is also complex

» Reduce cost and improve quality and efficiency with DITA management and translation management tools

DITA Topic Mapping Managing Topics for Localization


Localizing DITA Topics in TMS

» No way 1 Loc. Mgr. could deliver 5 products in 5 languages without automation

SDL Trisoft Component

Content Mgmt.

Instant reporting

(Loc. Mgr. )

CMS?

Reduced overall translation costs

Automated workflows

Improved visibility of projects

Multi-vendor strategy

Improved efficiency of reviewers and translators

Improved quality and branding

Faster time to market

SDL Translation Mgmt. System

(TMS)

» 70,000 topics in x languages, each with x deliverables (PDF, Help, InfoCenter)

DMS?

Instant estimates



Year 1 Year 2 Year 3 Year 4 Year 5 5 Year TotalCurrent Process Costs

(No XML) $2,153,176 $2,268,621 $2,446,475 $2,664,736 $2,864,164 $8,479,736

Costs with SDL Technology and XML $1,486,524 $1,310,518 $932,887 $996,315 $1,053,671 $5,779,915

Total Savings with SDLTechnology and XML $666,652 $958,102 $1,513,588 $1,668,421 $1,810,493 $6,617,256

NPV $5,098,754

Projected Globalization Costs/Savingswith SDL Technology and XML

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

Year 1 Year 2 Year 3 Year 4 Year 5

Current Process Costs(No XML)Costs with SDL Technologyand XML

Process Efficiencies AND Cost Savings!

$348,626$146,140$78,861$56,929$60,642$43,234Total Project

Cost

$102,387$40,069$17,835$15,990$15,123$13,370DTP/QA/Help

$246,239$92,485$53,556$35,360$39,205$25,633Trans. costs

BLAZE TRIADMBPAVECTUSCDA

Now is the opportune time to enable flexibility and efficiency.Can avoid costly migration of legacy content to DITA.Have efficient processes in place for future growth.DITA has become the standard for enterprise TechPubs. Adobe, IBM, VMWare (and on and on) have made the move and seen significant, confirmed reductions in cost.Fair Isaac’s clients will benefit from similar look, feel, structure and integration across DM documentation: a key goal of the DM Suite initiative.See chart to right: if the docs had been written in DITA, Fair Isaac would have saved >$100k in localization costs

Current project: CHINESE only


Documentation Staffing Projections

» Assumptions:» Writing for new products is more labor-intensive than writing for maintenance and enhancements

» 20/1 Developer/Writer for maintenance / enhancements currently» 10/1 Developer/Writer ratio for new products» Metrics for new documents were gathered and pages/day projections were used to confirm writer estimates

» DM Suite has 220 Developers and QA» Using DITA will enable 25% reuse of common topics

» The FrameMaker approach requires 5 more writers than the DITA approach» With FrameMaker, we will need to hire 3 incremental writers to complete Fraud and C&R» Using DITA, we will gain long-term efficiencies and be able to reduce current staff by 2 following initial DM Suite releases

Documentation Staffing Comparisons

0

5

10

15

20

25

30

35

Frame/WebWorks DITA Year 2-3projections

Hea

dcou

nt DM ToolsDM ApplicationsMaint./Enhancements


© 2009 Fair Isaac Corporation. Confidential.61 © 2009 Fair Isaac Corporation. Confidential.61

Executive reaction after hearing DITA/GIM proposal:

“You’re saying this improves quality and saves us money? I’d say that’s a no brainer.”

VP, Product Management


Today’s Agenda




DITA Training

» Contracted with IBM to provide in-house training on information architecture (IA) and DITA authoring» IA training – 3 days» XMetaL training – 4.5 days» Flew in managers for IA; other writers attended over web

conferences» Flew in everyone for hands-on DITA training in XMetaL» Recorded all for future needs

» “Train-the-trainer” sessions with SDL Trisoft for tech leaders

» Process Committee developed in-house training and documentation on DITA tools and workflows, and presented it over a series of twice-weekly two hour web conferences


DITA Implementation Timeline

» Finalize Trisoft configuration» Develop and document

department DITA standards and procedures» DITA Authoring Guide –

XMetaL and element usage» Base DITA templates and

reusable components » Initial writing style and

process guidelines checklist» Initial DITA output scripts for

PDF in FI “look and feel”» Plan and develop common

topics – Nov. ‘08 through Mar. ’09 for Falcon, ongoing additions/updates for subsequent DM Suite products» Content Specs» Glossary terms» Workgroups

» DITA / XMetaL training » Workgroups develop essays to

find a common understanding of their areas. Identify key terms.

» Develop context-sensitive Help delivery mechanism with Common Components group

» Begin DITA department standards, templates, output scripts» Committee charters, team

sites, communication processes

» Initial issues lists, plans» DITA conversion of usable

legacy documentation started (used localization budget from savings in DITA)

» Trisoft Component Content Management System» Production environment ready » Train dept. members» DITA Authoring Guide - Trisoft

» Develop and review product-specific and common topics

» Combine common and product topics into deliverables for review

» Develop InfoCenter delivery mechanism with Common Components group

» Customize Antenna House for Eclipse Help publication

» Topic automation via Trisoft API for data formats and descriptions in Excel

» Finalize output scripts for PDF, Help

» Generate final Falcon doc deliverables – April

Final Falcon docs in review

DITA Training

Q2 FY 2009Q4 FY 2008 Q1 FY 2009

Common and Product Topics

Processes involving other departments

Trisoft CMS in production

Design DITA

Processes

Trisoft CMS setup

Common Help component

Combine Topics

InfoCenter



Organizing to Write in DITA

Writers from each product group are assigned to a common components “workgroup”focused on developing content for a particular aspect of common functionality.

Writers from each product group are

assigned to a “DITA committee”

focused on identifying and implementing FICO’s DITA standards.


Localization Tool Training and Implementation

» SDL Professional Services provided training for Loc. and Dept. manager» TMS – 2 days» MultiTerm – .5 days» AuthorAssistant - .5 days

» SDL worked with our Loc. Manager to define file and graphics formats, workflows, all configuration needs

» SDL worked with our IT people to install and configure TMS, MultiTerm, import TMs

» SDL worked with our Information Architect and Loc. Manager to define and test DITA filter needs

» Localization Manager delivered TMS training to internal languagereviewers, is introducing it to other departments doing localization



Timelines

Final Falcon docs in review

DITA training

Q1 2009Q3 2008 Q4 2008

Content specs for topics

DITA best practices

Train on Trisoft / Go Live!

DITA processes

Trisoft setup/ configuration

DITA conversion

Combine topics

Customize Output

Common terminology

Refine and test

DITA filter in

TMS

Q1 2009Q3 2008 Q4 2008

Define and install TMS

Sign GIM contract

Install MultiTerm, import TMs

Train on TMS, MultiTerm

GIM Implementation

Test file / graphics formats,

workflows

TMS Go Live!

Train on Author Assistant

Set up IT infrastructure

DITA Implementation


Conclusion

WHAT WE HAVE DONE WHAT’S GETTING FIXED

» CONSOLIDATE LOCALIZATION» Standardize and automate processes» Assign ownership » Raise awareness of i18n issues» Secure funding

» Improve time to market» Reduce risk of delays» Improve localizability of UI» Lower internal costs, increase efficiency

» CONSOLIDATE TERMINOLOGY» Define terminology management process» Create Corporate glossary» Centralize TM use

» Improve visibility and tracking company-wide» Improve branding and customer experience» Lower translation costs

» MOVE TO DITA» Build cross-product writing teams» Refine style and output standards» Implement Trisoft CCM» Write/publish DITA topics to PDF and Help

» Enable sharing of content» Improve content consistency and quality» Manage multiple deliverables and languages» Lower internal & external translation costs

FICO shipped our first product docs in DITA April 30, 2009.

» SDL’s Discovery Day findings paved the way for our move to DITA by showing us the synergies and savings from CCM and GIM tools.


http://gilbane.com

Thank you for attending!

• Contact our speakers:

• Carroll Rotkel, FICOEmail: [email protected] Website: www.fico.com

• Howard Schwartz, SDL Email: [email protected] Website: www.sdl.com / www.sdltrisoft.com

• Leonor Ciarlone, Gilbane GroupEmail: [email protected] Website: www.gilbane.com

• Download the newest Gilbane Group case study: • Innovation3: The FICO Formula for

Agile Global Expansion• www.sdl.com/fico-casestudy