The entire re-branded Belgacom.be website, composed of a corporate website and 4 subsites targeted at specific segments (private, companies, enterprises & Carrier & wholesale), was launched in April 2006, to support Belgacom's re-branding campaign launched on that same date. In parallel a full re-branding of the intranet was initiated in collaboration with LBi.
The project started with a complete inventory of the very wide variety of existing content types. This was carried out by organizing all the existing content according to the information types as well as structure. This analysis resulted in the identification of a complete list of all content types that needed to be migrated into Interwoven. In a next step, new sitemaps were drawn, and each page type was described by drawing up a basic layout which consisted in identifying & positioning all content elements without any branding.
LBi's IT analyst matched these business requirements with the new architecture and available Teamsite functionalities in order to implement the required in & output templates, Interwoven add ons for missing functionalities, workflows & tool configuration.
Both content migration & change management were critical success criteria for the content management implementation at Belgacom.
Indeed, it was crucial to gradually migrate all content into the new platform and integrate it with the existing applications, while guaranteeing that the ongoing operations would not have any impact on the customers. To achieve this goal, LBi worked out a migration methodology based on its knowledge of the existing content structure as well as business priorities and content lifecycles (unchanged content should be migrated first). Afterwards a migration team was setup under the supervision of a dedicated Project Manager. This team worked both on automatic migration scripts for already structured content as well as manual migration for all non structured & fully static content (HTML pages).
Content management brought an important shift in the web team's way of working. Therefore, in order to facilitate acceptance within the organisation, a Change Management program was set up by the LBi Change Manager. This program was based on three main axes: create awareness & buy-in, train end-users and finally support them.
