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will have more than 100 content owners who have been trained in our methodology and
have used it to author and edit this content. Going forward, the growth in the volume of
our content will be determined by the number and level of detail required for additional
procedures.”
Corporate Publications is beginning to plan the next version of BlueGuru. “We’d like to
be able to publish content to alternative delivery devices including cell phones, e-readers,
and netbooks,” Murry adds, “We’re exploring linking BlueGuru with our learning
management systems. “After all, we are part of Learning Technologies for a reason.
We’re also looking at expanding the content owners beyond the ATOS/operational
documentation universe to include other owners of structured content—Contracts, People
(Human Resources), Business Continuity, for example.”
BlueGuru Status
Plans for
BlueGuru
BlueGuru
24 Patricia Seybold Group © 2009
BlueGuru represents the beginning of JetBlue’s transformation from using manuals to
using a content management and publishing system to run its business. Murry
Christensen and his team identified and discussed these critical success factors in
BlueGuru’s design, development, and implementation.
• Recognizing the need to replace manuals
• General design approach
• JetBlue management
• ATOS
• Standards board
• Evangelism, IT involvement, luck
Issues in creating, editing, and using manuals drove JetBlue to develop BlueGuru to,
replace JBDOCS, the manually maintained manual system. These issues included:
• JBDOCS manuals had issues in maintaining document integrity and consistency.
• Manuals are also costly to create and maintain. Low operating costs is a key element
of JetBlue’s value proposition. JBDOCS was not a low-cost operation.”
• Manuals lack the flexibility to reuse various types of content across multiple delivery
mechanisms.
The way we approached led us to not make hard decision decisions that would have been
made in a conventional software project,” Murry Christensen explains. “We didn’t just
throw technology at the problem. We kept the specification very general.”
“Inevitably, we had scope creep and budget and schedule overruns,” continues Murry
Christensen. “For example, somewhat late in the game, we decided to add additional
metadata related to training usage and connection to our new Balanced Scorecard system.
Also, we didn’t understand the implications of our design approach on the development
and implementation of the new system. We couldn’t anticipate the impact of interactions
between and among the key technologies that we selected—MS Word, SharePoint, and
MarkLogic Server. These interactions caused development iterations that caused some
overruns. Given our general approach, I probably should have expected these ambiguities
and overruns and provided more contingencies than we did. However, I wouldn’t change
our design approach. We have a really good end result.”
“Overall, we were radically right in our implementation approach,” offers Murry
Christensen. “We created the governance structure before we deployed the solution.
Governance really matters. It feels bureaucratic within the JetBlue culture, but it has been
our knifepoint for success. It was critically important to do governance first.”
Chris Beckmann continues, “Our Standards Board speaks to and for our organization.
With representation from all of our operational units as well as from IT, it has been the
mechanism to get change to happen.”
Critical Success
Factors
Recognizing the
Need to Replace
Manuals
Advantages and
Disadvantages
of a General
Approach
Governance
Structure Is a
“Knifepoint for
Success”
JetBlue’s Content Management and Publishing System
Patricia Seybold Group © 2009 25
“In fact, our governance structure was easy to put in place,” adds Murry. “With the
ATOS requirement, we had a very big hammer. More than that, we have very smart
management. They saw that the governance structure was the key to transformation.”
“The technological aspects of BlueGuru development and implementation have gone
very smoothly,” Murry Christensen says. “While Word and SharePoint were IT standards
at JetBlue, MarkLogic Server was an essential component that, for us, was a complex,
new technology. Mark Logic’s staff has been very helpful throughout the project, training
　
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