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problems that may not be critical but are very important. For example, contrast a general
content management and publishing system to a specific safety management system
oversight system. Safety management is critical but content management publishing
addresses safety management and can also be used to solve wide range of concerns at
JetBlue, including the accurate and timely dissemination of information.
Hardwiring, of course, limits the flexibility of any solution. “We did not want to
constrain our solution by predefining items like schema, metadata, or output,”
Christensen explains. “Everyone dies on the taxonomy problem, trying to specify a
content management system’s metadata, its structure and relationships, and its use too
rigidly and too early. Also, display technology is constantly changing. Our solution has to
be adaptable to support content display on devices that we don’t currently use and that
many not yet even exist.”
While soft factors result in the most general and most flexible solution, generality and
flexibility cause issues in the scope and schedule of system design and implementation.
For example, the Dublin Core is useful for every content management system, but it’s
usually insufficient for any specific implementation.
Toward
Flexibility
Minimal Useful
Assumptions
Define the
Problem in the
Broadest
Possible Sense
Avoid
Hardwiring
BlueGuru
12 Patricia Seybold Group © 2009
“The Stuff that Really Matters”
The “stuff that really matters” comprises the four requirements that drove Murry and his
team to take action to design and implement BlueGuru. Murry describes these
requirements as:
• A problem that has to be solved
• A problem that’s time-bound
• A problem that’s clear-cut enough
• A current situation that’s bad enough you can’t just tweak it
JetBlue must comply with the regulations of government agencies in order to do business.
A significant aspect of compliance is the creation, publishing, and management of the
content that represents regulated processes and procedures. Content management is
clearly a problem that needs to be solved.
The ATOS program was initiated by the FAA in November 2007. From that date forward
airlines’ operational documentation is required to be governed in the manner noted
previously (see “ATOS Safety Attributes”)
JetBlue needed to comply with the approach to document management that is specified in
ATOS. The requirement for that compliance made the problem clear-cut enough to take
actions to solve.
JBDOCS could not be “tweaked” to address the rest of the requirements for the content
management and publishing system. The static and monolithic structure of its manuals;
their decentralized ownership and management by a staff of authors, editors, and
administrators; and the difficulty in synchronizing changes to common content across
them are several of many issues that could not be addressed with tweaking. It was clear to
Murry and his team that a new system was necessary.
BlueGuru Design
The problems with JBDOCS and the requirements for the system that would replace it
were good input for the design of the new content management and publishing system.
The design had these four elements:
• Governance
• Corporate Publications
• Tools and Architecture
• Document Design and Authoring
Four
Requirements
that “Really
Matter”
A Problem that
Needs to Be
Solved
A Time-Bound
Problem
A Clear-Cut
Problem
A Current
Situation that
Couldn’t Be
Tweaked
Key
Components
JetBlue’s Content Management and Publishing System
Patricia Seybold Group © 2009 13
Governance
Murry and his team recognized that significant organizational and process change was
going to be needed in order for JetBlue to move from the decentralized processes that
create and manage the manuals of JBDOCS to the distributed content management and
publishing system that would become known as BlueGuru. “It was most important for us
to do governance first, before we designed the content processes and roles, defined the
architecture, or selected tools,” Murry explains, “We were going to make significant
changes in the ways that we create, manage, and use documents, and it was crucial that
we have a the means to effect those changes and ensure their adoption and
institutionalization across the company.”
The governance structure that the team designed is a cross-functional “standards board”
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